 |
|
 |
Lean sigma kaizen methodology |
|||
|
|||
|
|||
| Lean Sigma Deployment Steps | |||
 |
Presentation of the Six Sigma philosophy, principles and Kaizen methodology to the Top Management – half day | ||
|
Meet with various people in the organisation to gain an understanding of key issues as well as the organisational preparedness for such an initiative. – half day |
||
|
5 day visit to the site to identify improvement opportunities. This will result into a report and presentation to the top management clearly listing the areas that need to be improved as well as a cost vs. benefit analysis. The savings from each opportunity will be assessed and targeted |
||
|
If the above is approved, then set up a structure for the implementation: | ||
| a | Constitute a steering committee | ||
| b | Select project leaders and team members | ||
| c | Explain the kaizen methodology | ||
| d | List all infrastructure required for working | ||
| e | List all information required to be collected prior to the start. | ||
|
Start implementing. The implementation is in 4 phases each of 1 week duration (5days) separated by gaps to allow the teams to gather data or implement the solutions: | ||
 |
|||
|
4 projects could be implemented simultaneously by a team of 2 consultants working in tandem. The projects deliver results within 8 to 10 weeks. | ||
|
Training is imparted to the teams during each of the phases to equip them to handle the complexities of the problems to be resolved. The consultants provide handholding to the teams as the implementation progresses. | ||
|
Successful completion of the projects is a measure of : | ||
| a | Visible involvement of Top Management | ||
| b | Resources made available to the project teams | ||
| c | Consultants ability to transfer knowledge to the participants | ||
|
Organization transformation occurs through successive kaizen implementations. | ||
