Six Sigma service

Lean Six Sigma for Service - Resources

Whether the goal is to develop a lean Six Sigma for service plan or implement lean manufacturing Six Sigma methodology to revitalize an organization, a clear understanding of basic tenants is critical. For any lean Six Sigma for service plan to succeed, it must include four specific actions. Organizational strategies must diminish process variation while improving flexibility, effectiveness and efficiency.

Tools provided in this section are vital in implementing lean Six Sigma for service and lean manufacturing Six Sigma principles.

Diminishing the variation

Process variation creates unnecessary complexity. Variation also increases the risk of task redundancy and ineffectiveness. Lean Six Sigma for service and lean manufacturing Six Sigma methodology streamline processes, eliminating non-essential elements. Removing variation assures that operations remain focused upon meeting customer needs.

• Statistical Process Control

Increasing flexibility

Organizations do not exist in a vacuum. Internal and external changes are a constant. The principles of lean Six Sigma for service recognize that customer, organizational and economic factors change. Effective lean Six Sigma for service methodology responds to these variations proactively by implementing processes responsive to changing needs. As any of these factors change, so too must processes. In emphasizing flexibility above all, organizations consistently improve.

• Flexible Manufacturing Systems (FMS)

Improving effectiveness

Processes should be goal-driven and accomplish the desired result. Any procedure, however, may prove less effective in the event of changing customer needs. Lean Six Sigma for Service methodology stresses process monitoring and retooling on a consistent basis. This action maintains effectiveness over time and in the face of environmental fluctuations.

Improving efficiency

Implementation of lean Six Sigma for service principles emphasizes monitoring and improving efficiency. A continuous and thorough process evaluation reveals how well goals are met, or in what areas modifications are needed. The drive to improve efficiency includes the added benefit of revealing untapped resources that enables organizations to better meet customer demands.

• Calculating Process Efficiency in Transactional Projects

Definition

• Building Consensus Within Process Development Teams
• Building Effective Teams for Defining Lean Six Sigma for Service Solutions
• Defining Quality with TQM
• Defining Creative Process Solutions
• Defining Effective Service Processes with Kano Surveys
• Prioritizing Process Improvements
• Resolving Conflict Within Teams
• The Keys to Defining Process Solutions
• Using Customer Relationship Management to Define Solutions
• Using FMEA for Defining Lean Six Sigma for Service Solutions
• Using Kaizen for Definition in Lean Six Sigma for Service
• Using System Diagrams to Define Solutions

Evaluation

• Better Data Collection and Questioning Practices
• Considerations for Data Sampling
• Goals of Lean Six Sigma for Service Evaluation
• Elements of Data Collection
• Evaluating Processes with SIPOC Diagrams
• Evaluating Service Through Customer Data
• Evaluating Sources of Waste for Lean Manufacturing Six Sigma
• Evaluation Using Value Stream Mapping
• Overcoming Opposition to Employee Involvement
• Recapitalization Investment Analysis

Implementation

• Asset Management Plan Analysis For The Dalles and John Day Dams A Case Study
• Empowering Employees to Implement Lean Six Sigma for Service
• Error Proofing to Implement Quality
• Implementing Lean Manufacturing Six Sigma with 5S
• Implementing Lean Manufacturing Six Sigma with TPM
• Implementing World Class Manufacturing Ideas - A Case Study at The Dalles/John Day Dams
• 'Just-In-Time' for Implementing Lean Manufacturing Six Sigma
• Kanban As A Tool of Lean Manufacturing Six Sigma
• Lean Six Sigma for Service and Total Quality Management
• Methods and Tool Used to Plan the Rewind of the Fish Units at The Dalles Dam
• Preparing for Change
• Strategies to Manage Resistance to Change
• Using Business Process Reengineering to Implement Lean Six Sigma for Service

Measurement

• Analyzing Data and Determining Causes
• Developing Metrics for Lean Six Sigma for Service
• Lean Six Sigma Metrics
• Measuring Reliability
• Metrics and Lean Manufacturing Six Sigma
• Options for Measuring and Collecting Data
• Quantifying TPM
• Using Flow Charts
• Using Pareto Charts for Lean Six Sigma Metrics
• Using Statistical Process Control to Identify Variation
• The Value of Benchmarking for Lean Six Sigma

Lean Six Sigma consulting and lean Six Sigma training services are offered by Terry B. Armentrout Consulting.