Lean Six Sigma
At Clarus Group we specialize in Lean Six Sigma process to guide our efforts.
Originally developed to improve manufacturing efficiency and quality, Lean Six Sigma is now being widely adopted by both public and private sector in industries such as telecom, finance, medical and retailers. Lean Six Sigma is a blend of two concepts: lean manufacturing, which is aimed at reducing waste, and Six Sigma, which helps companies reduce errors. Together they can help companies reap the benefits of faster processes with lower cost and higher quality.
- We help clients address strategic priorities and transform operations by removing waste and driving high-quality business processes through the integration of the proven improvement methodologies of Lean (Speed) and Six Sigma (Quality).
- We provide Lean Six Sigma consulting to help identify more efficient business processes in the existing environment and we work with leadership on implementing DFLSS(Design For Lean Six Sigma)across the enterprise for all new projects, which will help tremendously reduce cost insure project efficiency prior to project kick-off.
The Five Phases of Six Sigma
The most commonly used approach to implementing Six Sigma is known as ‘DMAIC’
- Define the customers, their requirements, the process or the project boundaries
- Measure the performance of the current process
- Analyze information and identify where improvements can be made
- Improve the process to achieve required performance
- Control the implementation, monitoring results and introducing training and incentives to maintain process improvements
Six Sigma doctrine asserts:
- Continuous efforts to achieve stable and predictable process results (e.g., by reducing process variation) are of vital importance to business success.
- Manufacturing and business processes have characteristics that can be measured, analyzed, controlled and improved.
- Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.
Features that set Six Sigma apart from previous quality improvement initiatives include:
- A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.
- An increased emphasis on strong and passionate management leadership and support.
- A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.
The term “six sigma” comes from statistics and is used in statistical quality control, which evaluates process capability. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with “six sigma quality” over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO.) Six Sigma’s implicit goal is to improve all processes, but not to the 3.4 DPMO level necessarily. Organizations need to determine an appropriate sigma level for each of their most important processes and strive to achieve these. As a result of this goal, it is incumbent on management of the organization to prioritize areas of improvement.