Combining Six Sigma Tools with Lean Performance Measurement to Sustain Continuous Improvement Activities
Sustaining the results of any continuous improvement effort can be challenging. With Lean improvement,constant monitoring,coaching and tweaking is often required to keep the "old ways" from creeping back into the process. With Six Sigma process improvement,the challenge is to create ownership in the improved process; without this ownership the changes often disappear overnight. Two companies,both contract electronic manufacturers,have adopted methodology from both Lean and Six Sigma that has proven successful by placing the ownership in the workforce's hands and demonstrating results-based support from leadership. Both companies were searching for ways to improve quality and customer satisfaction when they began utilizing Lean Manufacturing concepts and then quickly integrated Six Sigma concepts to strengthen their outcomes. As Lean began to produce results,it was apparent that there needed to be metrics in place to sustain the results and allow employees to manage the processes through the concepts of an empowered workforce. Finding that the traditional metrics that had been used for years were not sustaining the gains or providing adequate guidance to employees,these two companies turned to a fundamental Six Sigma Green Belt measurement tool and the concept of “Measurements with Meaning”. Not needing to overwhelm their employees,Process Behavior Chart (PBC); AKA control chart software,was introduced to the manufacturing floor. Being able to measure the way processes normally behave and investigating signals to find root cause greatly enhanced daily production results,and gave the employees the ability and authority to identify and act upon problems as they occurred. Relying on the concepts of Measurements with meaning to help identify the metrics necessary for success,fully engaged work forces evolved at both companies very quickly. Employees had no problem identifying what they valued both within their processes and as a company,and they wanted a way to show management that they were doing everything possible to succeed. Instead of "chasing" every minor change in productivity,each work center simply focused on total parts produced and work orders "left on deck" (due but not complete at end of day). All signals which now appear on the Process Behavior Charts are investigated initially for assignable (special) cause. Focusing on the right issues and items,through employee ownership of the processes,has created significant and lasting results for both companies.