Rapid - Lean Six Sigma: Kick-Starting Your Continuous Improvement Program Facilitated by: John Besaw, Ph.D

Rapid - Lean Six Sigma: Kick-Starting Your Continuous Improvement Program

Facilitated by: John Besaw, Ph.D.

Renewal or

stagnation!

2

Success depends on: speed, simplicity, and boldness.

A common complaint of traditional Lean and Six Sigma is that they “take too long.”

RapidLeanSixSigma

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RapidLeanSixSigma promotes a culture that targets continuous improvement through the relentless elimination of waste.

“Simplicity”

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For Discussion

The person closest to the work knows how that activity can be simplified or eliminated altogether.

The challenge is to create an environment that energizes and stimulates workers to share their ideas.

5

A whole-systems approach that creates a culture in which everyone is continuously improving processes.

Leadership’s commitment

Empowered, engaged employees

An action orientation

A Systems Approach

6

RapidLeanSixSigma provides the tools and techniques for making decisions and solving problems - fast.

An organization’s early success will be realized through engaged employees using an empowered approach for “rapid” process improvement.

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Essential Skills

Building TrustManaging RelationshipsCommunicating Effectively

8

What are the three biggest problems you’re facing?

Activity

RapidLeanSixSigma Current

Lean 2004

Six Sigma 2000

TQM 1990’s

American business rediscovers Deming 1970’s & 1980’s

Japan emerges as a leader of Lean

Transformation of Japanese economy

Japanese adopt Deming’s principles 1950s

Deming goes to Japan 1950

Deming in America 1940s

JOU

RN

EY

“Journey” Never Ends

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RapidLeanSixSigmaIntegrating Lean and Six Sigma

Speed and Simplicity

Lean• Waste Reduction• Velocity

Six Sigma• Problem Solving Methodology

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Where we are today

How are we going to get there?

Lean and Simple

Shared Vision

Current Value Stream

A Journey, not an end state

Future Value Stream

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Orientation

Fixing problems,

Not - fixing blame.

“We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship.”

Dr. W. Edwards Deming

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Key Deliverables

Higher Levels of Performance

Increased Efficiency

Example: Deliverables

Engaged W

orkers

Per

form

ance

Cou

nts

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Clarity … Consistency … Commitment

Alignment

Quantum improvements come not from simply working harder or smarter at the same old things, but from figuring out how to eliminate the need to do the same old things.

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Activity

What are we doing now that we shouldn’t be doing at all.

1)

2)

3)

There may be too many To-Do lists.

Consider A “Not-To-Do” List

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Basics

Customer defines quality Top management leadership All employees responsible A way of life (our culture) Team problem solving Tools Training for all

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Two “Sides”

The “HARD” Side: is about

• processes• measurement• tools• structures• procedures

The “SOFT” Side: is about

• buy-in• commitment• attitude• overcoming

resistance to change• self-leadership

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Transformation Curve

Goal: Shift the Curve

Cynics

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20-60-20 Rule

20% of the people in the organization

will be “Transformation Friendly”

60% will sit on the fence

20% will resist

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As Is

Vision

GrowthAwareness

To Be

“Emotional Rollercoaster”

Phase 1 Phase 2 Phase 3

22

Culture

Traditional• Authoritarian

• No risk-taking

• Fear of job loss

• Status quo

• Systems policies

• “Beat on” supplier

• Distant from customers

• Few people trained in basic tools

RapidLeanSixSigma• Participative

• Encourage change

• Job security

• Continuous improvement

• Policies that inspire people to want continuous improvement

• Work with supplier

• Close to customers

• Everyone trained in basic tools

23

Customer SatisfactionPride in Continuous ImprovementTeamworkEmpowermentEmployee EngagementCommunication

Example: Anchor to Culture

24

Resistance to Change

Asking people to work differently often meets with stiff resistance.

Overcoming resistance to change can be the hardest part of our job.

It is against human nature to want to change the way things are done unless there is a compelling reason to do so.

continued25

Leadership leads the cultural change and removes barriers to implementation.

Coaches work with teams using RapidLeanSixSigma tools - putting discipline into the process.

Green Belts

Black Belts26

Leading in a RapidLeanSixSigma Environment

Build a Shared Vision Create a Guiding Coalition Empower Broad-Based Action Generate Short-Term Wins Communicate the Vision Anchor RapidLeanSixSigma in the Culture

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ReadyAimAimAimAim

ReadyAim…

To know, and not to do, is not to know.

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Middle Management is often the least equipped to respond to the changes because of an autocratic style that pervades throughout many organizational systems.

To Empower Broad-Based ActionUpdate Philosophies

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Start small, gain success, and then expand.

Raise awareness; boost enthusiasm.

Transform from within.

Generate Short Term Wins

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Use existing awards and recognition program.Develop additional incentives such as

certificates of appreciation.Publicize success stories, initiatives, and

results.Recognize individuals and teams.

“Rapid” Recognition

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Build Behavior First

People will believe in RapidLeanSixSigma when they see behavior that leads them to conclude that it works.

Use action to gain understanding and commitment to RapidLeanSixSigma. Learn by doing.

Accept “stumbling” as part of the journey.

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Sustained

Improvements

•Customs and Norms

•Rules and Policies

•Senior Leadership Behavior

•Learning Opportunities

•Communication Networks

•Rewards and Recognition

•Infrastructure

(formal and informal)

Sustainment

RapidLeanSixSigma

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Cost Reduction (improved profitability)Continuous ImprovementWorkforce EngagementSpeed and Simplicity

Activity: Targets

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For Discussion:

85/15 Rule

85% of professional errors are a result of business systems.

15% of professional errors are a result of individual workers.

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Bias - from Plan to Actions

Plan Actions

It’s OK to learn by trying!

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Activity

One of the keys to success is highly visible Leadership commitment to RapidLeanSixSigma initiatives. (Employees must perceive active leadership during implementation.)

How do we do this?1. 2. 3.

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Lean

Customer defined quality Top management leadership Lean as a strategic issue All employees responsible for quality Continuous improvement Shared problem solving Tools Training for all employees

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Lean BenefitsWhy Lean? Improved Processes Reduce Waste Increase System Flexibility Satisfied Customers! Standardization Strong Culture - Team Oriented and

Empowered

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Lean Strategies

System/Process Mapping

Organized for Flow Total Employee

Involvement Pull Systems Design Out Wastes Institutionalized

Improvement

Standardized Work Visual Workplace 5 S’s Flexible Assembly Supplier Integration Quality Total Productive

Maintenance

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Lean Traces its Roots to Toyota Production System (TPS)

Best Quality - Lowest Cost - Shortest Lead TimeThrough shortening the Production Flow by Eliminating Waste

“The right partat the right time

in the right amount”“Built in Quality”

Flexible, Capable,Highly Motivated,

EngagedWorkers

Standardized WorkTotal Productive Maintenance

Robust Products & ProcessesSupplier Involvement

Operational Stability

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History

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Lean Tools and Techniques Value Stream Mapping for “opportunity” identification

Kaizen events for rapid improvement

5S for cleanliness and organization

Kanban for “pull” from the customer

Work flow / layout improvement to reduce non-value add transportation

Process Balancing to identify time traps, balance workloads and increase throughput

Mistake-Proofing to eliminate rework

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WHAT IS SIX SIGMA?According to Mikel Harry and Richard Schroeder

A business process that allows companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.

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Sigma (the lower-case Greek letter σ) is used to represent the standard deviation (a measure of variation) of a statistical population.

The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, there will be practically no items that fail to meet specifications.

Sigma (the lower-case Greek letter σ) is used to represent the standard deviation (a measure of variation) of a statistical population.

The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, there will be practically no items that fail to meet specifications.

Origin of the term “Six Sigma"

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http://en.wikipedia.org/wiki/File:Normal_Distribution_PDF.svg



The Normal Distribution

0 1 2 3

95%

99.74%

-1-2-3

68.27%

“One” Sigma = 68.27%“Two” Sigma = 95.45%“Three” Sigma = 99.74% “Six” Sigma = 99.9997% (3.4 defects per million parts)(Six Sigma being perfection – or pretty close to it.)

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One of the most powerful tools that Six Sigma offers to an organization is a structured approach to problem solving in a disciplined manner, providing for data-driven decision-making.

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A “Deeper” Understanding

Too often we have dealt with problems at the level of symptoms -- often not solving fundamental problems leading to the original difficulty.

A “fix” at the level of symptoms exacerbates theoriginal problem and makes solution more difficult.

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Concept A standard problem-solving process provides the

means for basing decisions on data.

Sustained improvement is only possible with employee engagement.

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DMAIC

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You may have experienced problem solving as a one-step process - Solve it!

There is much more to it. You have to know what the problem really is, what’s causing it and look at creative ways of solving it.

DMAIC as a problem-solving model can be used as a road map.

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Why is this a problem?What specifically is the problem?What “pain” is occurring?Where is the problem occurring or not occurring? When did the problem first occur?How much of a problem do we really have? Who is involved with the problem? Who is not?

Define

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Identify essential information that is needed to understand the problem.Collect data.Use data; a lot of people will have opinions, but data are more reliable.

Measure

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Brainstorm as many solutions as possible.Get the ideas of those who are affected by the problem, involving them directly.Don’t be concerned about cost or feasibility at this point.Don’t be judgmental of either people or ideas.Select the best solution from among the alternatives generated in the prior step.

Analyze

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ImproveCreate an action plan.Identify the steps that will need to occur to implement the solution.Identify the time each step will take and create a schedule.Identify the human, material and financial resources required for each step.Determine the decision makers whose approval will be sought.Determine accountability for carrying out each step.

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Once a problem has been eliminated - follow up the corrective action to make it permanent.

Make sure the corrective action is documented and understood by everyone.

Control

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Summary

We look at work as a process with emphasis on spotting opportunities for improvement.

We assume most people want to do well in their work – it’s the processes we must concentrate on improving.

DMAIC provides a structured approach to identify and effect positive changes in the Continuous Improvement effort.

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What is a process?A series of tasks that provide a good or service.

(Everything is a process – a series of activities or steps used to transform inputs into outputs.)

Who is the process owner?The person who, with a stroke of a pen, can

authorize changing the process.

Process

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Work as a ProcessA series of activities used to transform input(s) into output(s).

Inputs OutputsInternal

WorkProcess

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Value Stream Mgt Kaizen Poka-Yoke Kanban 5S

JIT (Just in Time) Standardized Work Visual Workplace Work Flow Basic Tools

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Value stream map

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Future State Value Stream Map

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Kaizen

KAI ZENTo modify, to change Think, make good, make better

= KAIZEN

Make it easier by studying it and making the improvement through elimination of waste.

The organized use of common sense to improve cost, quality, delivery and responsiveness to customer needs.

+

Continuous Improvement Vehicle

Kaizen is the focused application of RapidLeanSixSigma tools to reduce muda (waste) to improve cost, quality, delivery, speed, flexibility and responsiveness to internal and external customer needs.

Kaizen focuses on incremental change and is the continuous improvement vehicle

Kaizen is a vehicle for driving quick hit value by implementing “do-now” solutions through employee involvement

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Basic Tools1. Brainstorming

2. Flow charts (process flow charting)

3. Check sheets

4. Histograms

5. Pareto analysis

6. Fishbone diagram (cause & effect)

7. Input/Output

Regardless of which tools are listed, the fundamental criterion is that the tool be a structured technique for collecting and analyzing data.

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Brainstorming

To establish a common method for a team to creatively and efficiently generate a high volume of ideas on any topic by creating a process that is free of criticism and judgement.

Encourages open thinking when a team is stuck in the “same old way” of thinking.

Gets all team members involved and enthusiastic so that a few people don’t dominate the whole group.

Allows team members to build on each others’ creativity while staying focused on their joint mission.

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Two Methods for Brainstorming

Structured – a process in which each team member gives ideas in turn.

Unstructured – a process in which team members give ideas as they come in mind.

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Brainstorming with Post-its

This tool builds on Brainstorming because it allows group members to record their own options on Post-it notes as they are generated. Group members say their options aloud to the group, write them on a Post-it note, and give them to a group leader or facilitator, who displays the Post-its in a visible place.

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Flow Chart A process or flow of activities Used to:

• Aid understanding how the process works• Display and explain• Analyze and improve• Facilitate training of team• Document the standard method of a

process

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• Start/ Stop

• Activity.

• Decision point

• Continued elsewhere on the same page or another page.

• Arrows show the direction or flow of the process.

• Delay

• Document

A

Flowchart Symbols

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ALARMSOUNDS

SNOOZE

BREAKFAST

ARRIVE ATWORK

DRIVE TO WORK

SHOWERAND

DRESSEAT

NO NO

YES YES

Getting to Work

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A form for recording data. It might be used to record bad parts, typing errors, or anything else for that matter – whatever you are trying to fix.

Check Sheet

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COMPONENTS REPLACED BY LABTIME PERIOD:REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||

Capacitors |||| |||| |||| |||| |||| ||

Resistors ||

Transformers ||||

CommandsCRT |

Check Sheet

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Anna Smith’s First Grade Daily Self-Evaluation

Scroggs Elementary School, Chapel Hill, NC

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Also called a bar graph, is used for arranging and displaying data by groups or classes. It helps you spot patterns in a whole bunch of data.

Histograms

05

10152025303540

1 2 6 13 10 16 1917 12 16 201713 5 6 2 1

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CAUSE

PEOPLE

ENVIRONMENT

METHOD

MATERIALEQUIPMENT

EFFECT

Cause and Effect (Fishbone)

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Fishbone Diagram

QualityProblem

MachinesMeasurement Human

ProcessEnvironment Materials

Faulty testing equipment

Incorrect specifications

Improper methods

Poor supervision

Lack of concentration

Inadequate training

Out of adjustment

Tooling problems

Old / worn

Defective from vendor

Not to specifications

Material-handling problems

Deficienciesin product design

Ineffective qualitymanagement

Poor process design

Inaccuratetemperature control

Dust and Dirt

Identification of the most probable cause(s) leads to development of a theory for solution.

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A histogram that shows problems or possible causes arranged according to the frequency with which they occur.

80 / 20 rule

Trivial many / vital few

Pareto

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Fault Prioritization

32 19 12 9 4 2

Total of 133 Faults in descending order

Frequ

en

cy

Pum

p T

imin

g

Fau

lty Inje

ctor

Inco

rrect

Fu

el Le

vel

Inje

ctor

Sti

ckin

g

55

2 S

eati

ng

Wash

ers

Inje

ctor

not

sealin

g

Join

t Le

akin

g79

5 Whys

Ask “Why?” That’s the key to finding the root cause (or causes) of a problem. This technique can also help you understand how different causes might be related. Asking “Why?” lets you focus on the process, and avoids focussing on personalities.

(Source: Taiichi Ohno’s practice of asking “why” five times whenever a problem was encountered, in order to identify the root cause of the problem so that effective countermeasures could be developed and implemented.)

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Why 1.Why 2.Why 3.Why 4.Why 5.

Activity: 5 Why’s

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Problem: Oil leaks from the hydraulic press1. Why? Clogged filter

2. Why? Oil was dirty

3. Why? Metal filings got into oil

4. Why? Oil fill cap missing

5. Why? Misplaced & lost

Find the root cause

Solution! Oil filler cap attached to filler neck by a chain (Poka-Yoke)

Example

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Benchmarking

A careful study of some specific aspect of an outstanding company (its customer service hot line, for instance) in order to establish a standard against which to measure and improve your own way of doing something.

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Process Control Chart

1 2 3 4 5 6 7 8 9 10

Sample number

Uppercontrollimit

Processaverage

Lowercontrollimit

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No “Cookbooks”

There are no “cookbooks” for change.There is an inherent messiness to

change.Change implementation should not be

considered a once-and-for-all effort.The contingency approach suggests

that there is no one best way.

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Raise Awareness - Build Enthusiasm

Leadership Team

Process Owners

Coaches

Workers

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Initial StepsMight Look Like This:

Generate executive leadership interest Conduct executive overview Decide to move forward with

implementation Conduct training Select the first pilot Decide to expand the initiative Integrate lessons learned

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1. Tie RapidLeanSixSigma Efforts to Business Strategy

2. Keep Message Simple and Clear

3. Develop Your Own Path

4. Focus on Short-Term Results

5. Focus on Long-Term Growth and Development

6. Publicize Results, Admit Setbacks, and Learn from Both

7. Make An Investment to Make It Happen

8. Use RapidLeanSixSigma Tools and Techniques

9. Link Customers, Process, Data, and Innovation

10.Make Top Leaders Responsible and Accountable

11.Make Learning an Ongoing Activity

11 Keys to Getting Started

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The “Gallery Walk”

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Quality Improvement Story

GatherData

IdentifyImprovementOpportunity

DetermineWhat Changes

Would Help

Select andImplement a

Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control

•Select Process for Improvement .•Set a target for improvement (objective statement)

•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.

•Focus on the root cause•“Imagineering” of ideal process•Benchmarking

•Take Actions that correct root cause

•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target

•Standardize and Document

•Integrate improvement effort into daily operations•Monitor Process

•Share Improvement within the Organization.

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GatherData



Would Help


Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control








•Share Improvement within the Organization.91


GatherData



Would Help


Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control









92


GatherData



Would Help


Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control









93


GatherData



Would Help


Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control









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GatherData



Would Help


Change

Did it Work?

MakePermanent

Yes

No

Define

Measure

Analyze

Improve

Control









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Burning Platform

Getting Started

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Stage 1 Awareness of

Need for Change

Decision to Alter Status

Quo

Stage 2 Entry and

Intervention

Mutual Expectations

and Obligations

Stage 3 Development

of Mutual Expectations

Identification of Problem Areas

Stage 5 Diagnosis of

Specific Problems

Formulating Plans and Programs

Stage 6 Making Things Happen

Participation of and

Feedback to Members

Stage 7 Monitor,

Review and Stabilize

Self – Renewal

Capability

Transformation Planning

Stage 4 Data Collection

Intervention

Need for Valid

Information

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Resistence Looks Like ... Anger

Blame

Anxiety

Depression

Isolation

Fear

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Morale

Time

Fear

Denial

Acceptance

Growth

The Transformation Curve

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Transformation Planning Tracking System

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Coaching/Training

BoosterMonthCommunicationCampaign

Coaching

Promotion

Evaluation

Follow-up

ContinuousImprovementTraining Master Plan

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RapidLeanSixSigma - CoachRepository of informationProcess helperResource linkerHelp reduce resistance/win support Link job specifics with RapidLeanSixSigmaHarmonize with different initiativesHelp with necessary skill developmentNot decision maker

Strength must be in listening to and understanding what is working and what is not working. This typically includes a "deeper understanding" of patterns that may be problematic; and then facilitating strategy sessions to do something about them.

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Highly effective Team Facilitator Highly Respected by Superiors, Peers and Subordinates Inspires Others to Excell Possesses a Creative, Critical, Out-of-the-Box Intellect Accepts Responsibility for identifying choices Solicits Diverse Ideas and Viewpoints Acts Decisively Under Pressure Effective in Mentoring and Coaching others Team Engagement

Characteristics of a Black Belt

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Resources

103

Parking

Lot

104

Kaizen

105

"Who do you think taught Japan how to make cars?"

Taiichi Ohno, the father of the Toyota production system, said openly that he got the idea from Henry Ford's book and the American supermarket.Ford's Today and Tomorrow (1926) describes

the benefits of just-in-time (JIT) manufacturing explicitly.

In a supermarket, replenishment of shelf stock is triggered by depletion; it is a "pull" system.

Taylor influenced Shigeo Shingo

Lean Manufacturing

Result: Time study and Standardized work

Frederick W. Taylor

Used Scientific Management to look at individual workers and

work methods.Developed the first

comprehensive Mfg Strategy

Result: Just In Time and Flow Manufacturing

Henry Ford &

Charles Sorensen

Recognized the central role of inventory & assessed

shortcomings of FORD system

Result: Toyota Prod System

(TPS)

Taichii Ohno&

Shigeo Shingo

First coined the term Lean Manufacturing in their book

Result: Concluded TPS as the most successful

production system

James Womack &Daniel Jones

1890 1910 1949 1990Craft Production Mass Production Toyota Production Lean Enterprise

Y = f(x)“Y is equal to the function of X”

or“Y is only as good as the input and

process of X”

Input

(X) ProcessOutput

(Y)

Inputs and processes (X) have a profound effect on the output (Y)

Controlling the inputs, their interactions and the process will improve

the output

X

X

X

X

Baldridge Award Criteria (1000 points)

Quality

1. Leadership (90 points)

2. Information & analysis

(80 points)

3. Strategic quality planning

(60 points)

4. Human resource development

(150 points)

5. Management of process quality

(140 points)

6. Quality & operation results (180 points)

7. Customer focus & satisfaction (300

points)

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For Comparison

CAP:

The Change Acceleration Process

TransitionState

CurrentState

ImprovedState

Leading Change

Changing Systems And Structures

Creating A Shared NeedCreating A Shared Need

Shaping A Vision

Mobilizing CommitmentMobilizing Commitment

Making Change LastMaking Change Last

Monitoring Progress

Resources

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Website for the Lean Enterprise Institute… books, workbooks, and case studies that help companies transform themselves based on the principles of

the Toyota Business System.

http://www.lean.org/

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http://www.lean.org/

Online Resource http://www.12manage.com/methods_value_stream_mapping.html#userforum

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http://www.12manage.com/methods_value_stream_mapping.html

Nalicheri, N., Baily, C., & Cade, S. The lean, green service machine. http://www.strategy-business.com/

Poppendick, M. (2002). Principles of lean thinking. http://www.poppendieck.com/papers/LeanThinking.pdf

http://www.strategy-business.com/

http://www.poppendieck.com/papers/LeanThinking.pdf

http://www.poppendieck.com/papers/LeanThinking.pdf

For Discussionhttp://www.thefreedictionary.com/kick-starting

Lean Six Sigma: Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster.

Rapid (adjective): acting or moving quickly

Kick-Starting (verb): to do something bold or drastic in order to begin or improve the performance of something.

115

http://www.thefreedictionary.com/kick-starting

http://www.infor.com/leanessentials/

This comprehensive Web site developed by Infor is filled with information to help you improve your productivity, profitability and customer satisfaction.

116

http://www.infor.com/leanessentials

For Discussionhttp://www.thefreedictionary.com/kick-starting

Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster.

Rapid (adjective): acting or moving quickly

Kick-Starting (verb): to do something bold or drastic in order to begin or improve the performance of something.

117

http://www.thefreedictionary.com/kick-starting

Website for “Rapid” Lean Six Sigma resources.

http://www.johnbesaw.com/

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Online Resource

http://www.12manage.com/methods_value_stream_mapping.html#userforum

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http://www.infor.com/leanessentials/

This comprehensive Web site developed by Infor is filled with information to help you improve your productivity, profitability and customer satisfaction.

120

http://www.lean.org/WhatsLean/CommonLeanQuestions.cfm

Common Lean Questions

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Resource

http://www.statsoft.com/textbook/elementary-concepts-in-statistics/?button=1

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Website for Statistics review.

Statistics on YouTube

http://www.youtube.com/watch?v=uhxtUt_-GyM

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7 Basic Tools• The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei.

At that time, companies that had set about training their workforces in statistical quality control found that the complexity of the subject intimidated the vast majority of their workers and scaled back training to focus primarily on simpler methods which suffice for most quality-related issues.

• The Seven Basic Tools stand in contrast to more advanced statistical methods such as survey sampling, acceptance sampling, statistical hypothesis testing, design of experiments, multivariate analysis, and various methods developed in the field of operations research.

The seven tools are:• Cause-and-effect (also known as the "fish-bone" or Ishikawa) diagram• Check sheet• Control chart• Histogram• Pareto chart• Scatter diagram• Stratification (alternately, flow chart or run chart)

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Resources http://www.khanacademy.org/ Statistics Handbook http://www.strategosinc.com/human_side.htm http://ocw.mit.edu/index.htm (search Lean Six Sigma) http://www.moresteam.com/resources/lean.cfm http://www.itl.nist.gov/div898/handbook/quantgal.htm http://www.leansixsigmahpo.com/tools.html http://www.skymark.com/resources/refhome.asp http://www.freeleansite.com/ http://www.dmaictools.com/ http://www.accountability.wa.gov/leadership/lean/default.asp http://www.gembutsu.com/lean_faq.html http://leanyourcompany.com/improve/What-are-the-seven-wastes.asp http://www.micquality.com/six_sigma_glossary/process_improvement_tools.htm

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Continuous Improvement is a critical responsibility of everyone in <organization>. It involves a commitment from the top down and the bottom up; hard work and the willingness to seek out new and better ways of doing things.

Your acceptance and practice of the RapidLeanSixSigma tools and techniques is critical to our Continuous Improvement success.

Leader Signature

Example of a Leader MessageRapidLeanSixSigma

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Documents

Rapid - Lean Six Sigma: Kick-Starting Your Continuous Improvement Program Facilitated by: John Besaw, Ph.D