Lean Six Sigma Analysis

Now a day 's global market in the world and all companies are looking up making new improvements that drive bottom line results. In that process all organizations and companies are turning to process improvement methodologies such as Lean six sigma (LSS). Continual improvement, as one of the objectives of a quality management system is achieved by the improvement of all processes and activities at a particular stage of the production cycle. Continual process improvement is also the only way how to survive and succeed among competitors. The management of the company will always be looking for opportunities that will enhance the effectiveness of the company’s processes. Lean Six Sigma (LSS) is one of the significant methodologies of quality management,

2.1. THE 'DMAIC ' FRAMEWORK : The principle problem solving methodology used by six sigma is DMAIC -- Define, Measure, Analyze, Improve and Control. This is one of the first things that a Greenbelt in training learns (Evans, Lindsay ,8th edition 2012). And also DMAIC is the cyclic process as shown in the figure 2.

2.1.1. DEFINE: The first step is to clearly define the problem. The define is the first phase of the lean six sigma improvement process. in this phase the leaders of the project charter, create a high level view of the process, and begin to understand the needs of the customers of the process. A good problem statement should also identify customers and the CTQs (Critical To Quality) that have the most impact on product or service performance, describe the current level of the performance or the nature of errors or customer complaints (Evans, Lindsay ,8th edition 2012). This is the critical phase of lean six sigma in which your teams define the outline their efforts for themselves and the leadership (executives) of the organization.

Figure:2 DMAIC

3. LEAN PRODUCTION: Lean Production is a systematic approach which identifies and eliminates all forms of Figure 3:Lean Production/manufacturing waste from production processes and gradually reaches a synchronized production flow (Ruffa, Stephen A, 2008). This includes elements such as value stream mapping, lean workplace, process improvement (KAIZEN), visualization and standardization of processes, processes of quality assurance at source, manufacturing cells, total productive maintenance, fast casting equipment, teamwork and more (Kucerova, Mlkva, Ruksova, 2013). Lean manufacturing is so concentrated on the elimination of waste in any part of the production (Pettersen, J., 2009). Starting by contacting the customer and accepting his demands, continuing through the supply network, manufacturing process and ending with selling the finished product to the customer, flexibly and economically but at the same time respecting the customers’ needs. This does not mean that it is a self invested reduction of costs (Evans, Lindsay ,8th edition 2012). It is all about maximizing the added value to the