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1. 1
Lean-Insight.com
Lean Six Sigma Training
Part 12
Training Centers: Bangalore, Chennai and Hyderabad

2. 2
Visual Controls (cont.)
1 2 3 4 5 6
7 8 9 10 11 12
Both Visual & Audio Controls
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3. 3
Theory of Constraints
Larger ProcessInput Output
Input Process Output Input Process OutputInput Process Output
Input Process Output
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4. 4
Theory of Constraints
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5. 5
Theory of Constraints (Cont.)
• Different link capabilities, normal
variation and changing workload
make it impossible to balance
everything.
• One element of the system is
more limited than another.
• When the whole system is
dependent upon the cooperation
of all elements, the weakest link
determines the strength of the
chain.
• An exactly balanced chain
(system) is stronger than a non-
homogeneous chain, but when
close to the breaking point, all
links must be managed 100
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6. 6
Theory of Constraints (Cont)
 What is Theory of constraints?
•Is a tool to remove bottlenecks in a process that limits production or throughput
•Start with mapping the value stream and follow the 5 steps
 The 5 steps in Theory of Constraints are:
•Step 1: Identify the system's constraint(s)
A system constraint limits the business system from achieving its performance and
goals
It acts as a bottle neck
•Step 2: Decide how to exploit the system's constraint(s)
Find ways so that this constraint now works at full potential
•Step 3: Subordinate everything else to the decisions of Step 2
Align the whole process or system to support the decision made above
•Step 4: Elevate the system's constraint(s)
Make other changes so that the constraint is resolved
•Step 5: If a constraint has been resolved in Step 4, go back to Step 1
Once a constraint has been resolved, redo the process to find the next constraint(s)
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7. 7
KANO Model
Noriaki Kano
Professor at Tokyo Rika University
International Consultant
Received individual Demming Prize in 1997
Noriaki Kano
Developed foundation for an approach on “Attractive Quality Creation”
commonly referred to as the “Kano Model”
Challenged traditional Customer Satisfaction Models that More is
better, i.e. the more you perform on each service attribute the more
satisfied the customers will be.
Proposed new Customer Satisfaction model (Kano Model)
Performance on product and service attributes is not equal in the eyes of
the customers
Performance on certain categories attributes produces higher levels of
satisfaction than others.
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8. 8
KANO Model (Cont)
• When to use the Kano Model
Project Selection
Lean Six Sigma
Design for Six Sigma
New Product Development
New Service Development
Determine Market Strategies
• Key Elements
Identify the Voice of the Customer
Translate Voice of the Customer into Critical to Quality Characteristics (CTQs)
Rank the CTQs into three categories:
Dissatisfier - Must be’s – Cost of Entry
Satisfier – More is better – Competitive
Delighter – Latent Need – Differentiator
Evaluate Current Performance
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9. 9
KANO Model (Cont)
Delighters
Excited Quality
Dissatisfier
Must-be
Expected Quality
“Didn’t know I
wanted it but I
like it.”
“Cannot increase
my satisfaction, but
can decrease.”
Dissatisfaction
Satisfaction
Service
Performance
Service
Performance
Satisfier
One Dimensional
Desired Quality
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10. 10
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If you are looking for Lean Six Sigma training course along with certification in
Bangalore visit: http://lean-insight.com/six-sigma-training-bangalore/