The concept of pull, not push, links to our understanding the process and improving flow. Either way, identify the non-value-added steps in the process and try to remove them – certainly look to ensure they do not delay value-adding steps. If possible, use single piece flow, moving away from batches, or at least reducing batch sizes. This concept provides an example of different thinking. These value-creating and non-value-creating actions include those to process information from the customer and those to transform the product on its way to the customer.ģ) Manage, improve and smooth the process flow. The value stream reveals all of the actions, both value-creating and non-value-creating, that take your product or service concept to launch and your customer order through the supply chain to delivery. Process stapling helps you analyse the problems that you want to tackle and determines a more effective solution for your day-to-day activities.

You see the real process being carried out and collect data on what is happening. Process stapling involves you spending time in the workplace to see how the work really gets done, not how you think it gets done or how you would like it to be done. The Japanese word Gemba means the place where the work gets done – where the action is – which is where management begins. To undertake this process properly, you must ‘go to the Gemba’. By drawing a map of the value stream, you can highlight the non-value-added steps and areas of waste and ensure the process focuses on meeting the CTQs and adding value. The value stream describes all of the steps in your process – for example, from a customer order to the issue of a product or the delivery of a service, through to payment. As you improve your performance in meeting the CTQs, you are also likely to win and retain further business and increase your market share. These figures may be surprising, but they should grab your attention and help you realise the potential waste that is happening in your own organisation. Focusing on the customer and the concept of value-add is important because typically only 10–15 per cent of process steps add value and often represent only 1 per cent of the total process time.

Written in a way that ensures they are measurable, the CTQs provide the basis for determining the process measures you need to help you understand how well you perform against these critical requirements.

The customer’s CTQs describe elements of your service or offering they consider Critical To Quality. The 7 principles of Lean Six Sigma are listed below: Lean Six Sigma takes the features of Lean and of Six Sigma and integrates both to form a magnificent 7 set of principles.

Lean Six Sigma Black Belt Certification Training.

Lean Six Sigma Green Belt Certification Training.

Lean Six Sigma Yellow Belt Certification Training.

Six Sigma Black Belt Certification Training.

Six Sigma Green Belt Certification Training.

Six Sigma Yellow Belt Certification Training.

Lean Practitioner Certification Training.

Safe Management Measures for Transportation.

Safe Management Measures for Customer-Facing Operations.

Safe Management Measures for the Manufacturing Sector.

Requirements for Safe Management Measures.

Requirements for Safe Management Measures – May 2021.

Enhanced Safe Management Measures- May 2021.

Managing Challenging Behaviours Training.

Emotional Intelligence for Customer Service Training.

Soft Skills & Customer Service Training.

6 sigma principles