Lean six sigma life cycle

Andon: Line stop system
Genchi genbutsu: Personal involvement: Go to the place to see what's going on
Hansei: Reflection (thinking)
Heijunka: leveling the workload
Hoshin Kanri: Quality planning
Jidoka: built in qualitiy
Kaizen: Continuous improvement
Kanban: Card system for visually monitoring flow
Muda: Waste
Muri: overburdening people
Mura: unevenness
Nemawashi: Decide slowly, implement rapidly
Takt Time: Time required to complete one job at the pace of customer demand

Quayle (2002), Williams (2007) and Krause et al . (1999) presented key elements of supplier development programme in SMEs as: proactive customers and suppliers, commitment to long-term relationships, continuous improvement, creating learning opportunities that are appropriate to the smaller organisations and a win-win philosophy. In the USA based research, Krause et al . (1999) further identified that some buying firms used minority suppliers to satisfy official government statistics rather than for a genuine business reason. The common critical success factors (CSFs) for both Lean and Six Sigma implementation in SMEs outlined in research articles by Kumar (2007) are: leadership commitment and management involvement, organisational culture and resource, in terms of education and training.

Lean six sigma life cycle

lean six sigma life cycle

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