Lean vs Six Sigma

Lean vs Six Sigma

→ Lean Manufacturing focuses on the removal of waste from the system and Six Sigma focuses on reducing the variation from the product or process.
→ The concept of Lean_Manufacturing was firstly suggested by the Toyota Production System.
→ Motorola primarily introduced Six Sigma in the year 1986 which ensures that 3.4 ppm of defect of manufactured products.

Lean Process

→ It is an organized sequence of operations used for eliminating wastes.
→ The 8 wastes of Lean_Manufacturing are Transportation, Inventory, Motion, Waiting, Over Production, Over Processing, Defect generation, Skill-set.
→ Toyota Production System introduced the concept of Lean_Thinking  & operation in the 1990's.
→ The elimination of wastes can be done by analyzing every process and non-productive steps.
→ There are two main concepts are Just in Time (JIT) and Jidoka.

The Five Fundamental Principles:

  1. Identification of value
  2. Ascertainment of value stream
  3. Flow of Activities
  4. Pull
  5. Perfection

Six Sigma

→ Motorola introduced the Six_Sigma_Methodology in 1986.
→ This_methodology is used for maintaining and improving the Quality of Products and processes also this_methodology focuses on providing products and services with the highest quality.
→ After the success of Motorola, many other organizations have also implemented the 6𝛔.
→ The foundation of the 6𝛔 technique in probability and normal distribution.

Two methodologies for implementing six sigma:

[1] DMAIC (Define, Measure, Analyze, Improve, Control): When the improvements are made in the existing product, service or operation.
[2] DMADV (Define, Measure, Analyze, Design, Verify): When a new product, service or operation is designed.

Difference between Lean Manufacturing [LM] and Six Sigma [SS] Methodology

[1] Definition
→ Lean Manufacturing eliminate wastes from system or process
→ Six_Sigma reduces the variation from the product or process

[2] Introduced
→ LM was initiated in the 1990's by the Toyota Production System (Toyota Motors)
→ SS was initiated in the 1980s by the Motorola

[3] Major focus
→ LM focuses on the process_flow.
→ SS focuses on the problem.

[4] Tools used
Lean_Manufacturing Tools are used for the improvement project like 5S methodology, Poka-Yoke, Kaizen, etc
→ SS: Statistical Tools are used for the improvement project like Control Chart, Histogram, Scatter Diagram, etc
[5] Nature of Control
→ LM focuses on visual control
→ SS focuses on statistical process_control

[6] Methodology
→ LM: To eliminate eight wastes (i.e. TIMWOODS such as Transportation, Inventory, Motion, Waiting, Over Production, Over Processing, Defect generation, Skill-set)
→ SS: DMAIC Methodology (Define, Measure, Analyze, Improve, Control)  or other methodology for new product or process is DMADV (Define, Measure, Analyze, Design, Verify) methodologies are used.

[7] Major benefits
→ LM: Improve production by increasing productivity
→ SS: This methodology improves profit and quality of the product

👉 Also Read:
      1. 5S Methodology

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  1. how can i download this information. if ppt and pdf are there?

    1. We are working on that meanwhile you can refer this tutorial on website.

  2. Very well compiled. This is what I was looking for. Thank you.

  3. Well put together, just one piece of constructive criticism/suggestion:

    This is not unique to this site, but I have found time and again that on the subject of Waste Elimination, there is seldom any mention of two thirds of the "3M" wastes: Mura and Muri.
    TPS acknowledged both of these as direct contributors of Muda. Focusing on identification Mura and Muri can many times reduce time spent (wasted) investigating root causes of many manifestations of Muda. If Muri and Mura are never addressed, Muda will inevitably continue to manifest. This can make continuous improvement difficult due to lack of buy-in from the shop floor.

  4. Correction: Apologies for not investigating further before posting, You do actually address the subject in detail on another page of your site, which is very well done! My suggestion only applies to the overview of "Lean", which often mentions only Muda. Mura and Muri should really get equal billing as wastes which Lean focuses on eliminating. It is just as important that Management changes wasteful behaviors as it is for the Shop Floor to change. I say this from experience leading Kaizens for a large international company, and seeing the frustration which results from the Shop Floor attempting to eliminate one waste only to replace it with another due to unbalanced workloads and the overburdening of workers and machinery. This can leave the Shop Floor feeling discouraged and in some cases helpless to facilitate permanent changes for the good.


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