Kaizen, like most business improvement methods, is comprised of varying stages. We refer to these stages as the 5S’s. Translating the original terms from Japanese, the 5S’s are ‘Sort’, ‘Straighten’, ‘Shine’, ‘Standardize’, and ‘Sustain’. In this article, we will discuss ‘Shine’, what it is, and to implement it into the workplace.

What Is ‘Shine’?

Shine refers to cleaning and organizing the workplace, daily. Following the first two S’s of ‘Sort’ and ‘Straighten’, Shine is naturally the next step. First, employees separate and removed unnecessary items from the process (Sort). Then, they arrange the required items in a clearly marked fashion, where they are easily found (Straighten). Now, employees will practice ‘Shine’ by cleaning the workplace, equipment, and machines on a daily basis. This helps maintain an orderly work environment, as well as preventing production defects from occurring. For many employees, Shine is where they take the most pride within their careers. At this stage, employees work together to maintain the effort they contributed in the first two process.

Assuring their work environment is clean and orderly improves the production process efficiency, reduces waste, prevents error, and even increases safety. When properly maintaining equipment and machines, it is easier to be proactive in preventing production and manufacturing errors. Additionally, by cleaning the workplace daily, such as sweeping floors, removing trash, and organizing assembly parts, employees’ safety increases. This is primarily due to the decrease in risk factors, such as slipping on a wet floor, or losing control of a malfunctioning part.

Implementing Shine 

Like the previous stages of the Kaizen philosophy, the best way to implement Shine into the workplace is to hire supervisors who inspect the area routinely. However, unlike the previous two stages, Shine is easier to integrate as it focuses on maintaining a clean workspace. For some employers, the most effort into implementing Kaizen falls within Sort and Straighten. This is due to a consistent, disciplined approach to managing organization and analyzing what parts are not needed for production. When practicing Shine, employees maintain the currently organized workspace, clean machines and equipment, and ensure safe working condition.

The post Kaizen 5S for Beginners: Shine appeared first on 6sigma.

Kaizen, when practiced daily, can create a sense of unity with the workplace. With this method, no one employee is overly worked, nor is one superior in their knowledge of the same system. The Japanese methodology shows how employees can perform their tasks using a scientific method, eliminate waste, and improve process efficiency. Through discipline and practice, you can use the five steps of Kaizen to improve performance, reduce waste, and solidify your company’s foundation.

What Is ‘Straighten’?

The second step to improving your business processes through Kaizen is ‘Straighten’. Straighten is the practice of arranging the components that go into your business processes. For example, if working on an automobile assembly line, this step allows you to place each part required for manufacturing to be precisely labeled and placed in its appropriate place. Not only does this create an easier way for personnel to find the parts they need, but also prevents wasting time by searching for misplaced components. As a result, Straighten allows your workflow to be smoother while also increasing the time efficiency. Another byproduct of this step is an increased in company safety. When employees spend less time looking for parts and items for their process, they are able to stay focused on the task at hand. This lack of distraction ensures fewer accidents occur, especially along a high-frequency production and manufacturing process.

Another byproduct of this step is an increased in company safety. When employees spend less time looking for parts and items for their process, they are able to stay focused on the task at hand. This lack of distraction ensures fewer accidents occur, especially along a high-frequency production and manufacturing process.

Implementing Straighten

The key to this step, along with the other 4 S’s of Kaizen, is proper implementation. Since Kaizen follows a strict, disciplined approach, the best way to integrate Straighten into your workplace is by making it a part of your corporate culture. Following a systematic approach, the method can be integrated into almost any business process you have. With the help of project leaders, managers, and supervisors, your company can distill this step into your employees. Like most methodical practices, the more you do it, the easier it becomes! Start small and focus on the quality of your implementation. As your employees accept Straighten, it becomes easier to stay disciplined, checking on systems periodically.

The post Kaizen 5S for Beginners: Straighten appeared first on 6sigma.

The Naval Sea Systems Command, the largest of the Navy’s five systems commands, has introduced a program called Navsea Lean. The programme is based on a business improvement methodology termed Lean Six Sigma (LSS.) LSS is a fusion of two Toyota inspired business transformation models, Six Sigma and Lean Manufacturing. Through data collection, data analysis and solution finding both models seek to eliminate waste in terms of over-priced budgets, non-binary process steps, faulty product manufacture and slow process speed. The final result, when the system works, is stream lined processes that delivers better service.

Lean Six Sigma projects are administered by leaders termed black belts within the organisation. Undergoing intensive Lean Six Sigma management training, these black belts are responsible for directing teams of green belts. Black belts are rumoured to save hundreds of millions of dollars on the projects with which they are involved and a typical project lasts around six months. Since its instigation, LSS has played a part in streamlining the naval contracting process, decreasing decision times and accelerating and economizing on base check in check out procedures.

The decision was made in 2004 to introduce Lean Six Sigma initiatives into Navsea (Naval Sea Systems Command.) To date, its application has been broad, with 30 Navsea organizations forming part of the initiative. Following initial introduction, results have been more than impressive. Significantly, the initiative has been held directly responsible for saving two hundred million US dollars before the start of year two of its implementation.

It was Toyota that introduced the systems that spawned LSS. Curiously, it seems that, now, the navy is responsible for exporting LSS back to the nation where its concept was born. It seems somewhat ironic that the U.S. Fleet and Industrial Supply Center in Yokosuka, have a fully integrated LSS program for which the training is executed in both English and Japanese.

Following on from Lean Six Sigma successes in other US service departments, the Department of the Navy (DoN) came to the conclusion that they needed to integrate Lean Six Sigma into their training portfolio. As such, in 2006 they took steps to legitimize their in house training processes by partnering with the world’s leading authority on quality, the American Society for Quality (ASQ) in order to develop a customized Lean Six Sigma Black Belt certification.

A three-year action plan mandating Senior leaders to place LSS at the top of their problem-solving toolkit has been issued by the Secretary of the Navy who personally cross-examines his management team to determine how they are applying the methodology to solve their most pressing issues. There is an expectation, proven in many cases, that the benefits from LSS, will include more rapid transactions and decisions, superior quality control, cost savings and a better safety record. The following is quoted directly from the, “Statement of the Honorable Donald C. Winter, Secretary of the Navy before the Senate armed services committee – 28 February 2008. Under the title of, “Management Process Improvement,” he writes,

“Complementary action to our acquisition improvement initiatives is our commitment to enhancing process improvement across the Department of the Navy to increase efficiency and effectiveness and responsible use of resources. The Enterprise Resource Planning (ERP) program, planned for implementation throughout the Department, began initial implementation at Naval Air Systems Command in October 2007. It is an integrated business management system that modernizes and standardizes business operations and provides management visibility across the enterprise. The Department continues to champion the use of Lean Six Sigma as the primary toolset as a means toward increasing readiness and utilizing resources efficiently. Over 4,420 leaders have completed Lean Six Sigma training, and there are over 2,000 projects underway. The Department’s Financial Improvement Program leverages ERP and strengthens control of financial reporting. The Marine Corps expects to be the first military service to achieve audit readiness.

A major process improvement initiative to ensure that the Department applies fundamental business precepts to its management is the Secretary of the Navy’s Monthly Review (SMR). The SMR is a senior leadership forum, involving CNO, CMC and Assistant Secretaries, designed to afford greater transparency across the Department and set into motion actions that garner maximum effectiveness and efficiency for the Department. The SMR reviews a portfolio of the bulk of Department activities and programs involving manpower, readiness, acquisition, infrastructure, etc. Using Lean Six Sigma tools and other business tools, this forum reviews the most urgent issues and discusses and implements appropriate solutions. Ultimately, this monthly interaction serves as a means to synchronize the Department’s actions to comprehensively address complex problems, accomplish strategic objectives, and better position for challenges in the future.”

Note: This document is irrefutable proof that the Lean Six Sigma stamp of approval has been indelibly written into Naval policy. We can only wait with interest for histories analysis of its legacy.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as a classroom, onsite, or Six Sigma online training options.

The post Lean Six Sigma and the Navy appeared first on 6sigma.

The Force Be With Us

There is an armed force within our military that is protecting our country in ways that go unnoticed to the naked eye. This force could be the solution to many of our country’s current economic woes and provide protection against future ones.

Lean Six Sigma: Simple But Powerful

Six Sigma tools have been deployed into our military and have been working their magic for years now. These tools have been streamlining processes, saving both time and money — not to mention being more efficient.

A quick simple example of how Six Sigma works is by reducing ill-wasted time. By creating more efficient processes, taking that time and redirecting it, it creates better opportunities for training our soldiers.

Obviously, the tools themselves have to be modified for our military since we aren’t dealing with a civilian company. It is more of a fusion of Lean and Six Sigma. The strength of the tools is in their flexibility.

Welcoming Our Lean Six Sigma Tools

According to the U.S. Army, since the deployment of Lean Six Sigma in 2006 the use of Lean Six Sigma tools have saved the military over $19 billion dollars! These savings and the efficiency of the program currently continue on.

So in the spirit of Memorial Day, our hats off to our Lean Six Sigma troop of tools.

Let us remember the demise of waste and inefficiency. We honor the troops who have served our country well, and have exemplified the excellence that makes our armed forces strong.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

The post Lean Six Sigma in the Spirit of Memorial Day appeared first on 6sigma.

What is the significance of this? These important government agencies use Six Sigma because it works. When you really get down to it, the only way to be really efficient and save an organization money is to implement the various tools and methodologies that Six Sigma offers.

Once the preliminary work and analysis (DMAIC) has been done, what is left is a very specific, concerted working model that is as close to perfection as possible – a specific approach to accomplish “set” goals.

Every step has a reason to lead to the next step. There aren’t any unnecessary steps. We see this through effective time management, which ultimately saves money and creates efficiency.

Let’s take our armed forces. The military deals with the safety and defense of our nation on a global scale. Absolutely nothing can be left up to chance. Every effort has to be put forth in a very specific, concise and organized matter to maximize readiness and capacity of the team or troop.

In fact, the tools used in Six Sigma, along with its methodology can be found in any successful organization or company. You’ll notice that the organization or company runs with extreme precision, with the ultimate goal of reducing error, improving productivity, or increasing the bottom line. Leaders and managers are very involved participants, not just ominous figures sitting at their desk raddling off orders.

So when you see an organization with these outlined characteristics, you know you are looking at the Six Sigma mark of excellence. Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

The post The Military and Six Sigma: The Mark of Excellence appeared first on 6sigma.

What constitutes a good system of measurement? It must be data driven, it must measure the right things, and it must be visible to everyone associated with the process (directly and indirectly).

We’ll look at all of these in turn.

The Definition of Effectiveness

The basic definition of effectiveness in the context of Six Sigma implementation is as follows:

Measurements that show how well process output(s) meet the needs of customers, both internal and external.

In other words, a process output that meets the Critical-to-Quality Trees (CTQs) of the customer and creates customer satisfaction that contributes to the effectiveness of the process. Those outputs and the actual level of performance can be measured and in fact, must be measured to ensure that the process conforms to Six Sigma requirements.

It should be noted that some Six Sigma experts disagree about the appropriateness of using the term “customer satisfaction” when defining effectiveness. They argue, among other things, the following:

• Satisfaction is not a data-driven business measurement
• Satisfaction is an emotional state
• Satisfaction does not take into account other aspects such as price, brand or quality
• Satisfaction has no relation to business goals and strategies

These practitioners opt instead to focus on customer value, as they consider it a more objective and measurable standard of performance. We are not going to go into a detailed discussion of the relative merits of each of these viewpoints, but it is important that you at least have some awareness that differences exist.

Regardless of which definition you prefer, to determine effectiveness you must decide what level of performance is required. Think in terms of:

• Target value – How big, how long, how wide, and so forth.

• Variation – How many are bigger or smaller, how many are longer or shorter, how many are wider or narrower, and so forth.

• Range of Tolerance – What is the maximum acceptable amount bigger or smaller, maximum acceptable amount longer or shorter, maximum amount wider or narrower, and so forth.

When you have determined what level of performance is required you can then select the appropriate measurements to ensure that the specific level is consistently achieved.

Key Measurements of Performance

The key measurements of performance that you select when measuring six sigma implementation efficacy will vary depending on things like:

• The customer CTQs
• The product
• The service
• Market share
• Competitive Pressures

In all cases, the performance measurements of six sigma implementation must be data-driven and objective rather than qualitative and subjective. Examples might include:

• On time delivery
• Accuracy
• Defects
• Returns
• Added/optional services or features
• Number of sales
• Close rate for sales leads
• Weight of product
• Quantity of product
• Market penetration
• Number of distributors/retailers
• Repeat sales

Once you have made a list of several performance measurements to track regularly, you are ready to move on, right? Wrong!

Determine the Right Combination of Measurements

It takes more than just a list of performance measurements to properly measure the effectiveness of Six Sigma implementation. Each individual measurement may be useful and have some value, but to measure the overall effectiveness of process improvement activities it is critical that you put together the right combination of measurements.

You have to measure the right thing to get the right results. For instance, if you measure the speed of production but not the quality of production you can quickly end up with the fastest production line around that is churning out low quality products. Or, if you measure the dollar value of sales but not the repeat sales from each customer, you can end up with high-volume sales people who don’t pay close enough attention to customer service, leading to customers who take their business elsewhere.

If you measure the wrong things, or measure individual things out of proportion to each other, you will create results that are not in line with your expectations and that do not fulfill the requirements of Six Sigma process improvements.

Visibility is Important

Remember that the people who use a process have a strong need to understand how and why their efforts are essential, and to track their performance. The key measurements you select to determine effectiveness of your six sigma implementation are also valuable for communicating this important information to them. This is a powerful way to motivate the right behaviors that will institutionalize Six Sigma process improvements.

The best methods of communication are those that are accessible, visible, and clearly illustrate performance levels at a glance. Some of the most common tools for making measurements highly visible include:

• Charts
• Graphs
• Tables
• Illustrations

Some organizations print large copies of such things and post them in various places around the office or facility. Others place them on the home page of their company intranet or web portal. Still others push them out to employees via e-mail, newsletters, video monitors, broadcast announcements, and similar methods. Choose the method(s) that work best for your business and your employees for an effective six sigma implementation that’s measurable to boot.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or six sigma online training options.

The post Measuring Effectiveness as Part of Six Sigma Implementation appeared first on 6sigma.

In this article we will take an in depth look at the Cause and Effect Matrix, just one of the powerful tools used in Six Sigma projects. It is a tool that originated as part of the quality management processes at the Kawasaki shipyards, but over the years has become a mainstay of Six Sigma projects across many industries. It is effective, flexible, and easy to use, making it an extremely valuable part of the Six Sigma arsenal.

About the Cause and Effect Matrix

The cause and effect matrix is commonly used during the Analyze phase of DMAIC and is sometimes called the fishbone diagram. It is primarily used to uncover root causes of an effect, but is also useful for diagramming an organization, showing hierarchies of parts, 5 Whys, and project planning. The cause and effect matrix works very well in situations where the available data is more qualitative than quantitative.

In its principal use, uncovering the root causes of an effect, it is particularly effective at engaging the entire team and thus gathering more complete and comprehensive information. Because it is used in a group brainstorming manner, everyone has an opportunity to contribute and creativity starts to grow exponentially. Teams that use the cause and effect matrix typically experience a real sense of accomplishment and feel as if they are really making progress.

Six Sigma Tool: Getting Started

The three basic steps of the cause and effect matrix are:

• State the effect
• Brainstorm causes
• Categorize causes

Be prepared for a freewheeling process that generates a lot of energy and enthusiasm among team members. Ideas and inputs tend to flow fast, so agree in advance to a method of capturing this information that can keep up with the process (we will provide a few ideas a bit later on).

Let’s discuss each step more thoroughly.

Six Sigma Tool: Writing an Effective Problem Statement

The first step in using the cause and effect matrix is to state the effect you are trying to solve. This is not always as easy as it sounds, though, because there may be some disagreement among the team about the specifics of the effect, and in some cases, the team may decide there are multiple effects to be worked.

The effect should be phrased in the form of a “why” question. Some examples might include:

• Why is the on time delivery rate so low?
• Why is the return rate on Product X so high?
• Why are so many employees using the wrong tool?
• Why are so many customers filing complaints?
• Why are sales trending down?
• Why does the sorting machine break down so often?
• Why do so many letters and memos go out with typographical errors?

The entire team must agree on the “why” question before moving on to the next step. This is critical, because if there is disagreement about the specifics of the effect then there will be disagreements about potential root causes.

Everyone on the team should have an opportunity to contribute their thoughts, and everyone must consider the input of dissenting members. Do not allow any opinions to be squashed, dismissed or ignored, because that will inhibit open discussion and lessen the effectiveness of the cause and effect matrix of this six sigma tool.

Six Sigma Tool: Constructive Brainstorming

Brainstorming is a part of this six sigma tool that is usually the most fun for the team. It is an inherently creative process, and when facilitated correctly gives everyone an opportunity to contribute. To get the most out of it, though, there are some ground rules that must be followed:

• All ideas must be captured, no matter how strange or silly they seem
• Ideas should be stated out loud
• Ideas should be shared as soon as they occur in a team member’s mind
• Politeness does not count during brainstorming – go ahead and shout it out!
• No criticizing of ideas is allowed
• Laugh, have fun, and let loose a little, because this gets the “creative juices” flowing
• Ideas should be stated factually, not as blaming or scapegoating someone else
• Set a time limit; usually 25 to 35 minutes is sufficient in a group of eight to twelve people

Once brainstorming gets started, the hardest part for most teams is capturing the ideas fast enough. The group should have a designated facilitator to write down ideas and keep the process going, but one person can rarely write fast enough to keep up with the group so consider selecting two or three people to capture ideas. Some people like to write everything on a white board, but it is a good idea to have a supply of sticky notes close by in case the white board runs out of room. They can also come in handy in the next step, creating categories.

Six Sigma Tool: Creating Categories

Once brainstorming is finished it is time to sort through the ideas generated and put them into categories. Some Six Sigma practitioners recommend specific categories for certain industries, while others suggest you use the titles of affinity sets if you have used an affinity diagram tool.

Here are two examples of categories that are often used in selected industries:

• Manufacturing
  – Measurements, Machinery, Methods, Environment, Materials, Manpower

• Administration/Services
  – People, Procedures, Equipment, Policies

If these categories work for your needs then great, but if not then feel free to mix and match or create your own unique categories.

State the Effect Brainstorm causes Categorize causes

Putting it All Together

With the cause and effect matrix complete, the team can then prioritize the key causes. There are a number of ways to winnow down and set priorities, such as voting, assigning rankings of one through five, etc. You should choose the method that works best for your team.

Once you have the priority causes identified, you are ready to move on through the rest of the Analyze phase and into the Improve and Control phases.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

The post The Cause And Effect Matrix: Six Sigma Tool For Decision Making appeared first on 6sigma.

As with most disagreements of this sort, the reality probably lies somewhere in between the two extremes of thought. Our position is that Lean Six Sigma incorporates TQM concepts and methods and then expands upon them, therefore creating a more robust overall quality solution for all types of organizations.

What is TQM?

Before we can more fully support our position, let’s first look at what TQM is and how it works. Definitions vary somewhat depending on which school of TQM thought you follow, but most agree that TQM includes the following elements:

Customer Focus – The TQM philosophy approaches decision making and operations from the perspective of the customer’s needs rather than the company’s needs. Processes are designed to maximize the benefit to the customer by producing the highest quality product or service possible.

Taking the Long View – TQM approaches quality improvement as a long term, entire philosophical adjustment rather than a short term program. There is a beginning to the embrace of TQM strategies, but no defined end because TQM is a total commitment rather than a temporary practice.

Say Goodbye to Waste – TQM activities view waste in a process as extraneous to the operation and something to be eliminated. A broad definition of waste is used, taking into account things like time and effort in addition to physical materials.

Check the Numbers – Decisions in the TQM methodology are based on data gathered as part of the TQM process. Statistics are analyzed carefully, and all changes made are based on data-supported facts rather than personal opinions or judgments.

Prevention and Continuous Improvement – The TQM approach does not wait for problems to occur or settle for status quo performance. Instead, there is active searching for ways to prevent problems from developing in the first place and a continuous focus on process improvement.

Employees are Important – In a TQM environment, employees are empowered and expected to actively participate in decision making and quality improvement. Traditional departmental barriers are reduced or eliminated, opening up opportunities for cross-functional cooperation and innovation.

How is TQM different from Lean Six Sigma?

In some cases, Lean 6 Sigma is dramatically different from TQM, and in others, the differences are more incremental. The following table shows some of the most common comparisons between the two approaches.

 TQM                                                                                          Lean Six Sigma

These are just a few of the differences between the two. In the next section, we will look in more detail at how Lean Six Sigma expands on TQM processes to create a more comprehensive approach.

How Does Lean Six Sigma Expand on TQM?

lean Six Sigma takes the best parts of TQM and makes them better. Examples include:

Comprehensive Approach – Rather than limiting efforts to improving product or service quality, Lean Six Sigma broadens the improvements to include all business issues. This is important because products and services do not exist in isolation from the rest of the business operation, so we should not expect to maximize their performance in isolation either.

Practical Tools for Measurable Business Results – Lean Six Sigma takes the tools of process improvement and applies them to achieve measurable business results, not just theoretical improvements.

Infrastructure Adjustments – Instead of an isolated quality department, Lean Six Sigma practitioners work throughout the organization. They apply their expertise and experience in a wide variety of ways to their everyday job responsibilities, along with periodic special assignments to focus on specific Lean Six Sigma projects.

Maximum Performance – Lean 6 Sigma goes beyond minimal standards of acceptability and creates the maximum levels of performance possible. In other words, it is not enough to meet expectations; Six Sigma methodology requires you to exceed them.

Which is Better – Lean Six Sigma or TQM?

There is no single right answer to this question, and we certainly cannot begin to provide a comprehensive answer within the scope of this article. Neither methodology – Lean 6 Sigma or TQM – is easy or simple to implement. They both require a commitment of time and resources that is significant and long lasting.

With that said, though, the very best business results are produced with a Lean 6 Sigma initiative that is fully supported, widely applied, and comprehensive in scope. Only 6 Sigma goes beyond specific products and services to transform entire processes and organizations, creating exceptional performance that shows up as real, tangible business results.

TQM is certainly a valid, worthwhile methodology that has produced some dramatic success stories over the years. It tends, though, to produce successes that are relatively short lived in comparison to 6 Sigma results. Most experts say this is because TQM does not fully integrate overall business issues and strategies into the improvement initiative.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

The post Why Lean Six Sigma Is More Robust Than Total Quality Management appeared first on 6sigma.

What is Value Stream Mapping?

This visual tool creates two maps (current state and future state) of the complete end-to-end flow of a product or service through the value stream. Comparing and contrasting these two maps helps to understand the course of materials and information, and uncover wasteful actions (or inactions) that reduce efficiency and waste money.

VSM takes into account everything related to the value stream, not just one or two processes. It starts at the beginning and works through to the end, charting a comprehensive path that includes every single direct and indirect influence. It makes waste and problem areas easy to spot by showing gaps between current and future states. It does not provide solutions, but rather provides information to identify and select appropriate Lean Six Sigma projects.

Is VSM different from standard Six Sigma Process Mapping?

Yes. VSM considers a much broader range of information and delves deeper into the details of both direct and indirect components of the value stream. Some practitioners describe VSM as looking at the “forest” of an entire system rather than just a specific “tree” or process within that system.

The following table offers a comparison between the key characteristics of Value Stream Mapping and Six Sigma Process Mapping.

How does VSM help to identify Six Sigma Projects?

VSM is a very effective way to identify Six Sigma projects because it is a comprehensive end-to-end map of the entire value stream. It allows you to see all parts of the system, not just individual processes directly related to creation and delivery of a product or service. VSM uncovers waste and problems that otherwise would remain obscured because they exist in functions or areas that have a support role in the value stream, such as management systems, information systems, administration, etc.

One of the key reasons VSM is so effective is that it illuminates the flow of decision-making in the value stream as well as the actual flow of processes that produce the product or service. Many companies who use VSM find that a great deal of waste lies within the decision-making arena, and without VSM, these problems would likely continue unnoticed.

VSM Step #1 – Pick a Value Stream to Map

The first step is to pick a value stream to map. A manufacturing company might choose a value stream related to making a particular product or category of products, while a service-oriented company might choose a value stream related to a particular product line or family of services.

In either case, the value stream chosen for VSM does not necessarily have to be one which is struggling or has readily apparent problems. For example, Toyota has publicly stated its belief that VSM must be applied to a value stream at least seven separate times to maximize the stream and develop proficiency in VSM application.

VSM Step #2 – Map the Current State of the Value Stream

Once the value stream is selected, the next step is to map the current state of that value stream. This map goes into great detail and includes comprehensive information about all aspects of the value stream, including:

• Direct components and processes
• Support functions and peripheral components
• End-to-end flow of materials
• End-to-end flow of information

VSM Step #3 – Map the future state of the value stream

This step takes a future view, mapping the value stream to show its desired future state. It is a map of how the value stream should flow, including the same aspects of the current state map from the previous step. With both maps in hand (current and future) it is possible to see where gaps exist between what is and what should be so that those gaps can be addressed in the next step.

VSM Step #4 – Close the gap

With gaps and problems identified, potential changes can be considered and put into motion. Most VSM processes uncover far more gaps than it is possible to address all at once, so it is critical to evaluate the information and prioritize actions.

Some gaps are quite easy to fix with a minimum of time, energy and expense. For example, maybe a particular step in the manufacturing process requires a worker to walk 30 feet to pick up materials but those materials could easily be stored in a location that is only 10 feet away. The reduced distance makes the worker more efficient and is an easy fix.

Some gaps are more complex or have less obvious solutions, so they become candidates for a Six Sigma project. Having a list of candidate projects makes it much easier for an organization to allocate existing resources and plan for future requirements.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

The post Using Value Stream Mapping To Identify Lean Six Sigma Projects appeared first on 6sigma.