1. Catherine Jones

2. What is Lean (Six) Sigma (LSS)
A philosophy of doing business / a business
management strategy Lean Six Sigma combines the
two most important improvement trends of our time:
 Reducing the variation of the process and making work
better (using Six Sigma methodology)
 Making work faster and more efficient (using Lean
Manufacturing principles).

3. Six Sigma
 A statistical approach developed in Motorola
 Increase quality through reduction of variation in
manufacturing processes
 Application of ‘tools’ PBC, 5Ys, Pareto analysis,
DMAIC, PDCA etc

4. Lean
 W. Edwards Deming (October 14, 1900 – December 20,
1993) was an American statistician, professor, author,
lecturer, and consultant.
 Japan
 Ford Motor Company
 Deming advocated that all managers need to have what he
called a System of Profound Knowledge, consisting of four
parts:

5.  Appreciation of a system: understanding the overall
processes involving suppliers, producers, and
customers (or recipients) of goods and services
 Knowledge of variation: the range and causes of
variation in quality, and use of statistical sampling in
measurements;
 Theory of knowledge: the concepts explaining
knowledge and the limits of what can be known
 Knowledge of psychology: concepts of human
nature.

6. Go to Gemba!
Japanese word
In business the value adding activities
occur in ‘Gemba’
Gemba is the source of all information!

7. Benchmarking
Deployed flow charts
Identified common wastes
VAFA (Value Added Flow Analysis)
Quality measures
SPC

8. Deployed Flow Chart
Customer Server Chef
Start Take seat Takes order
Cooked?
Place order
with chef
Pick up
order
Cook food
Plate up
food
Make and
serve drink
Toast?
Make and
serve toast
Cooked
?
Collect
and serve
Enjoy
breakfast

9. Baseline measurements
Product Science (hours) Cycle time
(hours)
Turnaround time
(Days)
A 0.5 3.75 16
B 1.25 4.6 17
C 2.0 7 30
D 1.5 7.3 31

10. Common Wastes
 Handovers
 Queuing
 Storage
 Multiple checks
 Multiple SAP screens (IT)
 Reworking
 Inter site transfers
 Administration (MI, time recording etc)

11. Quality Measures
0
2
4
6
8
10
12
14
16
18
20
Records
Method
Anti
Contamionation
Trianing&
Comps
Equipment
Exhibit
Management
Validation
Security
Reports/
Statements
Timliness
Refmaterials
Number of Drugs Quality Actions
0
2
4
6
8
10

12. SPC
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
Average Daily Imperfections with Control Limits
Average Daily Imperfections
Sample Mean
Lower Control Limit
Upper Control Limit

13. Developing ‘to be’ scenarios
Brainstorming ‘To be’
Produced high level DFC
PDCA – paper trials
Data collection

14. Voice of the customer
Wheel sessions
Questionnaires
Gemba

15. Data collection
 DFC for ‘to be’
 Test plan
 Operational definitions
 ‘Tag points’
 Assumptions
 Roles
 Trial lab layout
 Observations

16. Central versus Local analysis
 Pugh Matrix
Key Criteria Rating As-is Central Local analysis
Calibration standards 4 + s
Courier costs 3 _ +
Validation 5 + _
Equipment 4 s _
Sum of positives 2 1
Sum of negatives 1 2
Sum of sames s s
Weighted sum of positives 9 3
Weighted sum of
negatives
3 9
Total sum 6 6

17. Centralisation v Local
 Cause and Effect
effect – TRTs greater than 24 hours, can not meet
require deadline
Trt exceeds 24
hours

18. Pareto charts
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
0
5
10
15
20
25
30
35
40
Time Quality Cost Service Sales Other
Cause Cumulative

19. Continuous Improvement
Kaizen
Kai = Change
Zen = Good (for the Better)
The Basic Philosophy Is to Involve All
Employees in Small, Daily Improvements
within their Work Areas.

20. Summary
 Measurement should be the means to
improve understanding
 People will do what is counted not what
counts
 Use customer data to drive change
 If you manage by targets people cheat!

21.  “Efficiency is doing things right. Effectiveness is
doing the right thing.” -Zig Zigglar
(Author, salesperson and motivational speaker)
 “The point is…
you’d better figure out what your Customers – the
Customers you want – value. Because that’s what
they’ll buy.
Anything else is a waste of their money, and they’ll
figure that out in a hurry.”
– Gordon Bethune (retired US airline executive. He was
the CEO of Continental Airlines from 1994 until his
retirement at the end of 2004)