It’s important to know what kind of Lean Six Sigma project you’re considering. These are 5 classic project types to help you decide. If you’re looking to conduct a Green Belt or a Black Belt project, then you should be working on a Process Improvement Project.
The focus here is on four kinds of “trees” or hierarchical diagrams that become part of many Six Sigma projects: Cause-and-effect diagrams Y-to-x flowdown diagrams Functional analysis diagrams Abstraction diagrams (KJ or affinity)
The focus here is on four kinds of “trees” or hierarchical diagrams that become part of many Six Sigma projects: Each of these trees has a specific thrust and strength that can be surprisingly challenging to capture when a project team tries to build one or more of them.
Loading… The Free Iceberg PowerPoint Diagram is a concept diagram slide for the success theory of achieving objectives. The template contains the iceberg illustration to present the performance and progress of an individual or the company.
The Iceberg PowerPoint template includes: 10 iceberg diagrams over various background layer stripes. We designed also a lighter version of outline iceberg that is more subtle illustration, in case you want your slides to be less eyecatching. This format is also better if you want to print the presentation.
Another case where the iceberg diagram can be used is product cost illustration. Manufacturing cost takes 15% of all expenditures, whilst project, research, tests and transport cost – another 85%. Another area where iceberg hidden levels of metaphor can be used is system thinking.
What is Kaizen? Kaizen is an approach to creating continuous improvement based on the idea that small, ongoing positive changes can reap significant improvements. Typically, it is based on cooperation and commitment and stands in contrast to approaches that use radical or topdown changes to achieve transformation.
What is Continuous Improvement (Kaizen)? Kaizen is a Lean manufacturing tool that improves quality, productivity, safety, and workplace culture. Kaizen focuses on applying small, daily changes that result in major improvements over time. Kaizen first surfaced during the effort to rebuild Japan after World War II.
In all, the process suggests a humanized approach to workers and to increasing productivity: “The idea is to nurture the company’s people as much as it is to praise and encourage participation in kaizen activities.” Successful implementation requires “the participation of workers in the improvement.”
When a facility produces too much of a product, it is a form of waste. Even if the product does eventually sell, it causes certain types of waste. For example, if you have too much of a product, it needs to be stored in a warehouse, which is wasting space.
When speaking about waste, lean experts usually refer to seven specifically. These include: transportation, inventory, motion, waiting, over processing, overproduction, and defects. Elimination of these seven kinds of waste can help companies reduce costs, increase employee engagement and customer happiness, and increase profits.
The waste of inventory involves storing products or materials that are not needed at this time. Excess inventory results in a waste of space, and it wastes the cost associated with the physical inventory. Although it is a significant concern in manufacturing, it occurs in other sectors as well.
Please try again later. There are 5 Fundamental KAIZEN™ Principles that are embedded in every KAIZEN™ tool and in every KAIZEN™ behavior. The 5 principles are: Know your Customer, Let it Flow, Go to Gemba, Empower People and Be Transparent.
The kaizen methodology works at constant improvements through the elimination of waste. It’s been around in Japan since after World War II, though influenced by quality management ideas from the United States. It’s part of The Toyota Way, which is a set of principles that support the company’s management approach to production.
When used in the business sense and applied to the workplace, kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organisational boundaries into the supply chain.