At the point when Sun Life Financial goes to market to reinforce its developing group of “incline” business pros, it confronts far reaching rivalry – shaking on employment sheets with organizations as fluctuated as Telus, Bombardier, Toronto’s Hospital for Sick Children, Shoppers Drug Mart, Kraft Foods and the City of Vancouver.
DMAIC in Lean Six Sigma technique is also a management system that will result in refined, efficient projects. The Lean Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) method is the roadmap for problem solving. This methodology helps in product/process improvement. Most of the organizations begin implementing Six Sigma using the DMAIC methodology. DMAIC method is an iterative process that gives structure and guidance for the project and helps the analyst to focus on the improvement areas for the project. Now, Let us understand the DMAIC process:
Lean Six Sigma thinking originated at Toyota Company with the Toyota Production System (TPS). The original concepts were given by Sakichi Toyota in the year 1920. Taiichi Ohno began to see these ideas getting implemented in the system in the year 1940 but there was a transformation only in the year 1950. The concepts for lean Six Sigma came from American supermarkets where only small amounts of selection of inventory is filled by the customers and they pull them from the shelf. This is also known as Kanban System.
To score a project in Lean Six Sigma five key elements have been identified. These are:
1.Common vision and goals: Vision for a company and common goal, making it common goal for all the employees. Vision means the final result after the things have been implemented.
There is a rapid increase in the cost of medical care that is alarming and unsustainable rate across worldwide. There has been significant increase in the cost that has been credited to the ageing population and advances in technology. There are two factors, inevitable because of the demographic developments of the modern society and technological features that are out of control.
These are some common traits for Lean Six Sigma Green Belt project manager:
- A fantasist. Project manager must be proactive and should manage with the resources he has. He must be optimistic and not complain about lack of operating environment.
The workplace capability for an organization can be determined by the principle of Standard and discipline known as 5S. This also helps in maintaining standards of the organization as defined by the quality principle. The 5S principle is commonly used. The various steps in 5S are:
While working on problems, we try to understand the basic cause of the problem. The right approach for problem solving techniques is to understand the root cause of the problem. For this we can use Root cause analysis tool of Lean Six Sigma. This shall help the organization to find long term solution for the existing problem. This shall help in finding the best solution for the business. The basic step of root cause analysis is identifying the problem and understanding the problem.
Kaizen is the process of applying continuous change in process, technology, quality, culture, leadership, productivity and safety.To understand Kaizen we shall answer three questions: What is meant by Kaizen? What are the advantages of Kaizen? How to start using Kaizen principles in the process?Kaizen was developed during World War II in Japan. The literal meaning of Kaizen is “continuous improvement”. It is the combination of Japanese words 改 (“kai”) which means “to change” or “to rectify” and 善 (“zen”) which means “for good or benefit”.
In 1870, Mitsubishi was a small organization working on a small scale shipping company with three old steamships by Yataro Iwasaki. Modern day Mitsubishi emerged as an independent organization after World War II .Currently it is serving the society on social, economic and global issues.Mitsubishi is implementing Lean Six Sigma practices in its operation for the organisation. The employees are given Lean Six Sigma training to enhance quality in the system.
“There are certain principles of an organization that may serve as highly valuable guides in working out any individual arrangements”. “A principle is a general rule or truths that may be expected to work under similar conditions anywhere” (Frank M.Rachel, 1981) .There are three principles of Mitsubishi. These principles were designed by the fourth president of the Mitsubishi organization, Koyata, in the 1930s.