Lean or Lean manufacturing refers to the principles and methods of the Toyota Production System. Lean methods focus on the systematic identification and elimination of non-value added activity. Six Sigma was developed by Motorola, which refers to a process and set of instruments that utilize analytical study to measure and enhance a company’s performance, systems, with a prime intention of identifying and excluding variation to improve quality.
Connecting Lean, Six Sigma, and Environmental Efforts
Fast and Dramatic Results: Lean delivers compelling decisions quickly. Lean events typically last between 2–5 days, during which teams dramatically decrease production lead duration and costs, while enhancing product quality and increasing client responsiveness. Leveraging Lean applications to mitigate environmental problems can yield extraordinary ecological outcomes as well.
A Culture of Continuous Improvement: The most important function of Lean and Six Sigma tools is to assist employees throughout the business process in recognizing and eliminating production losses. These tools also become dominant vehicles for contracting employees into classifying and achieving environmental improvement possibilities.
An Effort to Avoid Pitfalls: An integrated “Lean and Six Sigma environment” application has the power to influence minimized environmental consequences while navigating regulatory and sanctioning issues that often occur during operational shifts from Lean and Six Sigma processes.
Environmental Improvement—A New Market: Environmental professionals can connect the wealth of environmental resources with those who are driving strategic and fundamental operational changes by associating with Six Sigma and Lean manufacturing practitioners.
The final task comes into play by employing technology to generate a rapid and efficient flow of learning among all the individuals in a supply chain. Such a seamless learning flow is necessary to realize the benefits of Lean/Six Sigma. IT enables lean operators to stay in sync with suppliers while helping them tackle the cumbersome challenges of modeling, calibrating, operating and advancing production. Technology can look ahead to tell you how to level production and optimize consumer service levels. IT can also help with “what-ifs” such as reconfiguring a warehouse floor or discovering the optimal location for the index.
Especially in large corporations, where so many branches, factories, and subsidiaries need to work in tandem to achieve a common purpose, technology can help to keep everyone moving in step with, for example, flow scheduling. Information can help quicken and sustain the adoption of Lean. Technology truly helps one move to a make-to-demand model. Hence, a good technology backbone system acts as a single-view repository for customer and production data, which ultimately provides the key performance indicators (KPIs) that can be used to measure success in both the initiatives of Lean and Six Sigma.