Integrating Lean/Six Sigma and ISO/TS 16949:2009 Implementation
Are your customers demanding price reductions, better quality, and ever-shorter
delivery leadtimes? In these very difficult economic times customers are not only
requiring their suppliers to get better, faster and cheaper today, they are expecting
that they will make significant improvement in these areas year after year.
David Littman, Chief Economist for Comerica Bank, in an interview in The Detroit
Free Press said, "Detroit's auto companies will merge, fail or be swallowed unless
they can get management focused on increasing quality and reducing costs faster."
The challenge today is to make significant improvements in quality, speed and price
as quickly and consistently as possible. What you need is a method for achieving
these improvements throughout your company on a rapid and continuous basis. That
method is Lean/Six Sigma. Lean means speed. Six Sigma means quality. Together they
mean rapid cost reduction and improved customer satisfaction.
Six Sigma is the process created at Motorola and popularized by Jack Welch at General
Electric; in fact, Welch has called Six Sigma the "the most important initiative
that G.E. has ever undertaken." General Electric reported that Six Sigma produced
over two billion dollars in savings in 1999 alone. Six Sigma achieves "order of
magnitude" improvements in process and product quality.
The problem with Six Sigma is that it does not directly address the issues of process
speed. Companies who have adopted Six Sigma have shown relatively little improvement
in leadtimes and inventory reduction. Lean methods alone are not the answer either.
Many firms attempting to apply Lean have not achieved the significant improvement
in leadtime or inventory reductions that Lean can deliver. Many of the people in
these firms understand the Lean methods--they just haven't been very effective in
deploying the improvements across the corporation at a rapid rate. These companies
typically show remarkable results with Lean; however, only in small "islands" of
What has been missing from Lean is the leadership and organizational infrastructure
of Six Sigma. Significant improvements in all areas are achieved much more rapidly
when Lean/Six Sigma and ISO/TS 16949:2009 are integrated. Lean/Six Sigma can serve
as the cornerstone for the continual improvement process.
Those making the transition to ISO/TS 16949:2009 should consider integrating Lean/Six
Sigma into their business management system. Lean/Six Sigma will satisfy TS requirements:
5.2 Customer Focus, 5.4 Quality Planning, 8.4 Analysis of Data and 8.5 Continual
Improvement. In addition, the cost savings generated through Lean and Six Sigma
will more than pay for the cost of the transition. Some automakers are even making
Lean/Six Sigma a requirement. Ford Q1 2000 for example, requires suppliers to adopt
a Lean/Six Sigma continual improvement process. In order to better serve our client
needs, Omnex, the internationally recognized leader in quality standards, quality
systems and quality management training and consulting, is proud to announce the
availability of a new set of services for our worldwide clients: Omnex Unified Lean/Six Sigma® Training and Consulting.
Omnex Unified Lean/Six Sigma® Services include: Leadership Education and Training,
Unified Lean/Six Sigma® Champion Training, Lean and Six Sigma Black Belt Training
and on-site consulting and implementation assistance. The Omnex Unified Lean/Six Sigma® System will take your company "From Concept to Continual Improvement."
Our Lean/Six Sigma System is a structured process that standardizes the training
and deployment process so you can be assured that people in multiple plant locations
will be learning the same thing the same way, even while we customize the implementation
to meet the specific and unique improvement needs at each site. Our Lean and Excelerated
Six Sigma® Black Belt Training Program is the foundation of our approach. This training
includes a series of workshops in which Lean/Six Sigma Black Belts apply the improvement
technologies they are studying to your processes as part of their education and
training. We have found that this approach significantly increases the depth of
understanding while also creating real savings for our clients. We expect each Black
Belt team to produce minimum savings of $150,000 to $250,000 through completing
the improvement projects identified during their training. Having successfully completed
this program the Lean/Six Sigma Black Belts will then be qualified to plan, organize
and lead future Lean/Six Sigma improvement projects throughout your company.
To find out more about Omnex's workshops and consulting services in Breakaway Lean®,
Excelerated Six Sigma® or Unified Lean/Six Sigma® please contact:
CALL OR EMAIL
Omnex Business Development