Lean Six Sigma is a method that relies on a collaborative team effort to improve performance by systematically removing waste and reducing variation. It combines lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste : Defects, Over-Production, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion and Extra-Processing.
Lean Six Sigma not only reduces process defects and waste, but also provides a framework for overall organizational culture change. By introducing Lean Six Sigma, the mindset of employees and managers change to one that focuses on growth and continuous improvement through process optimization. This change in culture and the mindset of an organization maximizes efficiency and increases profitability.
- Bottom line cost saving [profit after tax can be saved up to 5-20%]
- Improved quality of product
- Reduction in process cycle duration
- Development of staff skills
- Common language throughout the organization
- World class standard
- Improved ROI
- Drive sales growth
The Chief Guest for the Session
Mr. L.S. Kannan is the Director of CSense Management Solutions Pvt. Ltd. He is a post-graduate in chemistry and a gold medallist in graduation. He is also a master black belt in Lean Six Sigma, and a certified lead auditor for ISO 9001. He has done his MBA in General Management.
He is a visiting professor at ITM Group of Institutions, Navi Mumbai since 2017. Some other professional credentials of our chief guest are:
- Empanelled Lean Manufacturing Consultant with National Productivity Council (NPC)
- Certified Master Trainer for ZED Program of Ministry of MSME
- Member of National Institute of Personnel Management (NIPM), Quality Circle Forum of India (QCFI) and National Council for Quality Management (NCQM)
- Empanelled faculty at Confederation of Indian Industry (CII), Centre for Manufacturing Excellence
Lean manufacturing or lean production is a systematic method originating in the Japanese manufacturing industry for the minimization of waste within a manufacturing system without sacrificing productivity, which can cause problems. Lean also takes into account waste created through overburden and unevenness in work load. Working from the perspective of the client who consumes a product or service, “value” is any action or process that a customer would be willing to pay for.
Lean manufacturing attempts to make obvious what adds value, through reducing everything else (because it is not adding value). This management philosophy is derived mostly from the Toyota Production System (TPS) and identified as “lean” only in the 1990s. TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world’s largest automaker, has focused attention on how it has achieved this success.
About Six Sigma
Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1980. Jack Welch made it central to his business strategy at General Electric in 1995. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects.
Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods.
Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modelling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates—specifically, within how many standard deviations of a normal distribution the fraction of defect-free outcomes corresponds to. Motorola set a goal of “six sigma” for all of its manufacturing.