How can you measure the success of your Lean Six Sigma project?

Lean Six Sigma is a methodology that helps to increase efficiency, effectiveness, reduce variation, reduce waste-DOWNTIME and create flow. When you run a LSS project, you must set SMART and use DMAIC. Each phase of DMAIC will help you to solve the problems, understand the root cause, improve the situation and measures to control and sustain results. Have KPIs to measure the success. Before starting the project you must determine the Current and the Future states. Measure the results against your KPIs to measure success. Once, you get the success, then replicate. The long-term sustainability of the desired results, cost reduction, Lean manufacturing and processes and improved efficiency and productivity are some criteria of success.

When diving into Lean Six Sigma projects, I've found the SMART criteria to be gold: Specific, Measurable, Achievable, Relevant, Time-bound. But it's not just about that; stakeholder alignment, resource planning, risk assessments, and data strategies play crucial roles. Cultivating that culture of constant improvement is key, along with fostering team collaboration and open communication. Ethics matter, flexibility is vital, and post-project checks ensure lasting change. It's a recipe I've seen work, aligning goals, mitigating risks, and driving sustainable improvements.

It is crucial to develop a strategy and apply Hoshin Kanri before initiating Six Sigma projects to ensure alignment with organizational objectives. The strategy defines key goals and priorities, while Hoshin Kanri facilitates the cascade of those objectives at all levels. This ensures that Six Sigma projects are aligned with the overall vision of the company, optimizing efficiency, and maximizing positive impact on quality and operational effectiveness.

Sucess of Six sigma should results mainly in defects reduction and improvements in overall productivity, reduction in quality variation, improvements in service , employee morale . Results should evident in reduction of Long term defects level. Finally the customer satisfaction should be compared before and after implementation.

The Mission and Vision statements define what the intent of the product or service you are going to provide, to whom it will be delivered, and at what time, quality, and/or cost metric. Rhe goals and objectives are developed to support the Mission and Vision which then helps define the business processes that will be used to create the product or service. With clear goals and objectives then personnel skill sets are measured against the work expected of them and either find People with the right or better yes train them so they have those skills. Then ensure that the organizational structure exists to support the people, the processes, and finally the Mission and Vision.

Sustainability KPI's should now be a basis in measuring the success of projects. Targets should be set for metrics such as: - Total energy consumption - Percentage of energy derived from renewable energy - Energy efficiency and intensity - Water usage - Waste

When picking KPIs, I've learned they've got to match the goals, be trustworthy in data, and relate to what the plant does. Benchmarks and varied perspectives are huge, and you've got to ensure the data's legit and have clear targets. Cost matters too, so balance between what you're measuring and what it costs to measure it. Keep checking and adjusting; things change, and KPIs should stay spot-on for tracking progress and fitting the bigger picture.

Our Key performance for that project to reduce the rejection ppm with the parameter: 1.RTY(rollers throughput yield) 2.DPU(Defects per unit ) 3.DPMO(Defects per milloin opportunities) 4.FPY(First pass yield) On these selected parameter or KPI measure the success of our project.

KPI’s are essential to long-term success. They must relate the established goals and objectives and truly indicate if the processes necessary to produce the product or service are Functioning as intended within the timeline, quality standards, and costs. In my experience this is not as easy as it first appears. Having KPI’s that are relevant and representative of the goals and objectives sometimes requires an in-depth analysis of the overall process. One very valuable tool is the Value Stream Map (VSM). A VSM helps layout the process, determine where the critical points exist, Just In-Time inventory requirements, and where re-work occurs. This zeros in to the critical pain points and helps define the KPIs.

Para definir indicadores devemos identificar os objetivos, escolher métricas mensuraveis alinhadas aos objetivos, garantindo que sejam SMART. Também e importante fazer revis?es conforme a necessidade.

In applying DMAIC, I've seen it's like a roadmap: defining goals upfront, diving into data to measure where things stand, digging deep to find the real issues, then testing and implementing solutions. But it's not just that—it's about managing the team dynamics, staying connected to what customers need, making sure the data's solid, and being ready for changes. And it doesn't stop there; it's about sustaining those changes, training the team, and getting the support from the top to make it all happen. It's a journey where flexibility and a holistic approach are the keys to success.

In my experience another very valuable tool is Modeling the process. Mapping is an excellent tool, but is limited to “how” we do activities within the process. Modeling helps define the “what” we do. Morning allows us to see what the inputs to the process are, the controls that are limiting the process (inventory, budget, regulations, procedures, etc,), the mechanisms that help create the desired outputs (people, machinery,hardware and software, etc,) and of course the actual outputs of each Activity. Alignment of the Model Activities to the Map of process then ensures we establish KPIs (measures and metrics) for each activity and consistently improve in those metrics over time.

Definir, Medir, Analisar, Melhorar e Controlar. Cada fase utiliza ferramentas específicas, como mapeamento de processos, coleta de dados e gráficos de controle, para abordar sistematicamente os problemas e implementar melhorias.

Harnessing stats and visuals is key. They're the bridge between numbers and our brain's understanding. Beyond that, delve into qualitative insights, external influences, and risks. Look at scalability, cultural impact, costs, and long-term tracking. It's the blend of data and visual storytelling that truly paints the complete picture.

Any process improvement needs to consider and weigh the impacts of the improvement on the People affected by the changes/improvements. A good solid Change Management Plan will align executive support (moral and business) to the project and how the change will affect the people implementing the change and the people responsible for ensuring the change remains in-place. The best analogy of the change management plan is that it moves the focus from the bright new shiny thing that was just created to the more practical application to the who and how the people are affected. Ignoring this as a part of the overall project will lead to eventual failure as surely as not following all the previous steps in the LSS process

All topics are great. But success of LSS project means to me sustainability of results, so it’s long term measure. if the results last for months and years executed THIS mean that project has been succeeded and the project champion know how to use the tools properly, plan how to execute and well prepared team for culture and mental change.

Quantify the reduction in process variation, defects, errors, rework, and waste resulting from the project implementation. This demonstrates the effectiveness of the improvements.

For a good going of vision ,plan and goal to be met is to train staff by standard, this one thing lots of person declared that, they can do but never implement , why is it owner wall or insights feel wall. To train and coach ,people need to have wisdom and experience of teaching ways, in order to make people aware of standard. IF : TOYOTA PRODUCTION SYSTEM COMPROMISE ALL COMPROMISES

The success of a Lean Six Sigma project can be measured using key performance indicators (KPIs) such as process improvement, cost savings, defect reduction, cycle time reduction, and customer satisfaction. Eventually assessing whether project goals were achieved and if there's sustained improvement over time are crucial indicators of success.