Process stapling involves you spending time in the workplace to see how the work really gets done, not how you think it gets done or how you would like it to be done. The Japanese word Gemba means the place where the work gets done – where the action is – which is where management begins. To undertake this process properly, you must ‘go to the Gemba’. By drawing a map of the value stream, you can highlight the non-value-added steps and areas of waste and ensure the process focuses on meeting the CTQs and adding value. The value stream describes all of the steps in your process – for example, from a customer order to the issue of a product or the delivery of a service, through to payment. As you improve your performance in meeting the CTQs, you are also likely to win and retain further business and increase your market share. These figures may be surprising, but they should grab your attention and help you realise the potential waste that is happening in your own organisation. Focusing on the customer and the concept of value-add is important because typically only 10–15 per cent of process steps add value and often represent only 1 per cent of the total process time. Written in a way that ensures they are measurable, the CTQs provide the basis for determining the process measures you need to help you understand how well you perform against these critical requirements. The customer’s CTQs describe elements of your service or offering they consider Critical To Quality. The 7 principles of Lean Six Sigma are listed below: Lean Six Sigma takes the features of Lean and of Six Sigma and integrates both to form a magnificent 7 set of principles.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |