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


lean six sigma life cyclelean six sigma life cyclelean six sigma life cyclelean six sigma life cyclelean six sigma life cycle