Case study using lean tools

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From: Mike R.
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Added: 05.04.2021
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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy. See our Privacy Policy and User Agreement for details. At the present scenario, the Lean Manufacturing has become a worldwide phenomenon.
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5 Lean Tools and Principles to Integrate into Six Sigma

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Case study using lean tools

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. In this course, your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the advanced knowledge of root cause analysis, lean tools, control plan, process control, and statistical process control SPC as they are associated with Six Sigma and Lean. Every module will include readings, videos, and quizzes to help make sure you understand the material and concepts that are studied.
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Application of Lean and Six Sigma to Improve Productivity of Armboard Manufacturing

Background: With new products being developed all the time, and new floor space being required to set up cells to manufacture these products, the need to improve production time for existing products is at an all-time high. The Six Sigma methodology DMAIC accompanied with lean tools has been proved to be a rigorous method in reducing waste and enhancing productivity and quality performance. Method: This case study discusses the productivity improvement of armboards at Allen Medical using the DMAIC methodology, and lean tools by identifying, quantifying and eliminating sources of variation in their main production process. Time studies, kaizen event, and flow charts, in addition to other tools, were utilized to study the process and to identify opportunities for improvement. Results: An average of 45 seconds per armboard was saved by reorganizing and resequencing particular steps in the process.
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Increasingly, organizations that use Six Sigma are making an effort to integrate Lean into their existing process-improvement framework. To gain this advantage, however, organizations must face a difficult obstacle: integrating Lean without creating ripples in the existing Six Sigma structure. If the Lean introduction is not done properly, it can lead to more pitfalls than successes. With a structured approach, though, it is possible to merge Lean into a mature Six Sigma framework, as was experienced by a business unit of a Fortune 10 company.
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