A Little More History
Juran and Deming
Lean Roots are in Total Quality
Management (TQM)
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Total Quality Management and continuous
improvement
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Bell Telephone employee and Professor Walter
Shewhart.
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W. Edwards Deming – attributed with saving the
Japanese economy after WWII
Joseph Juran
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Also traveled to Japan
Quality Control Handbook
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1962, updated 2004
Not to be reprinted without the expressed
written permission by SSD Global, Inc.
2
Deming and Juran - TQM
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Cost of Quality – Cost of Poor Quality
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Quality Circles
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“Quality does not happen by accident it must
be planned“ Juran
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Demings 14 Points
Not to be reprinted without the expressed
written permission by SSD Global, Inc.
3
Both Believed
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Quality means conformance to requirements,
not goodness
Quality is achieved by prevention, not
appraisal
Quality has a performance standard of Zero
Defects, not acceptable quality levels
Quality is measured by the Price of
Nonconformance, not indexes
Not to be reprinted without the expressed
written permission by SSD Global, Inc.
4
Important People
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Juran
Deming
Shewhart
Balridge
Taguchi
Lean Six Sigma
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3 Ps
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5 Laws of Lean Six Sigma *
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5 C Model *
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5 S Model*
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Working with Different
Models and Numbers
Lean Six Sigma
SSD Global
Lean Six Sigma
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6 Ms
6 Ws
7 QC Tools *
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Histograms, Cause and Effect Diagram,
Check Sheets, Pareto Diagrams, Graphs
Control Charts, Scatter Diagrams
8 Wastes in Lean (Tim Woods)
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3 Ps (Always Keep These In
Mind)
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People: Satisfaction Of Both Internal And
External Customer.
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Product: Conforming To The Requirements
Specified
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Process: Continuous Improvement Of All The
Operations And Activities Is At The Heart Of
TQM.
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6Ms – Traditional
(Another Keep These in Mind)
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* Machines
* Methods
* Materials
* Measurements
* Mother Nature (Environment)
* Manpower (People)
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6Ws
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WHAT : What will you make/do?
WHY : Why will you make/do?
WHERE : Where will you make/do?
WHO : Who will make/do?
WHEN : When will you start/stop this (time
scheduling)?
WHICH : Which will you make/do this
(process, tooling, material sources etc…)?
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8 Wastes (Lean)
T - Transport - Moving people, products & information
I - Inventory - Storing parts, pieces, documentation ahead of
requirements
M - Motion - Bending, turning, reaching, lifting
W - Waiting - For parts, information, instructions, equipment
O - Over production - Making more than is IMMEDIATELY
required
O - Over processing - Tighter tolerances or higher grade materials
than are necessary
D - Defects - Rework, scrap, incorrect documentation
S - Skills - Under utilizing capabilities, delegating tasks with
inadequate training
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8 D is Short for Eight
Disciplines
D#1 - Establish the Team
D#2 - Describe the problem.
D#3 - Develop an Interim Containment Action
D#4 - Define / Verify Root Cause
D#5 - Choose / Verify Permanent Corrective
Action
D#6 - Implement / Validate Permanent
Corrective Action
D#7 - Prevent Recurrence
D#8 - Recognize the Team
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Theory of Constraints
Overview
Theory of Constraints
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Management Philosophy
Eliyahu Goldratt
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Book: The Goal 1992, but revised
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Talks a lot about
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Win-Win
Team Building
Empowerment and Delegation
In That Way Very Lean Friendly
Book: The Theory of Constraints
TOC Approach
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Identify the Constraint
Focus on the Constraint
Follow it Through (On-going Improvement)
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Sometimes called Constraint Management
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Basically the philosophy supports a way of
handling constraints
Theory of Constraints
Thinking Process
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Gain agreement on the problem
Gain agreement on the direction for a
solution
Gain agreement that the solution solves the
problem
Agree to overcome any potential negative
ramifications
Agree to overcome any obstacles to
implementation
Tools
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Current Reality Tree
Conflict Resolution Diagram
Future Reality Tree
Prerequisite Tree
Transition Tree
More Information about TOC
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Current Reality Tree: Cause-Effect
Technique
Present/Future Value Stream Map similar to
Future Tree
TOC Software
Most Don’t Look Like Trees but Rather
Flowcharts
There is a
TOC-BOK
PREMISE
“Every real system, such as a
business, must have within it at least
one constraint. If this were not the
case then the system could produce
unlimited amounts of whatever it was
striving for, profit in the case of a
business.……………….”
Types of Constraints
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THE MARKET
CAPACITY
RESOURCES
SUPPLIERS
FINANCE
KNOWLEDGE OR COMPETENCE
POLICY
The Five Steps
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Identify the system's constraint(s)
Decide how to exploit the system’s
constraint(s)
Subordinate everything else to the
above decision
Elevate the system’s constraint(s)
If in the previous step, a constraint has
been broken go back to step 1, but do
not allow inertia to become the
system’s constraint
Inertia is the resistance of an object to a
change in its state of motion
Parkinson’s Law
“WORK EXPANDS TO FILL THE TIME
AVAILABLE”
The Softer Side of
Lean Six Sigma
Professional Skills
Attention to History
Teams
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Team Stages
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Initiating a Team
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Forming, Storming, Norming, Performing
Roles and Responsibilities
Training
Team Facilitation Techniques
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Brainstorming
Multivoting
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Some Roadblocks to
Improvement
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Conflict
Change
Lack of Creative Thinking
Lack of Critical Thinking
Lack of Project Management Knowledge
Communication
Motivation
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Types of Conflict Resolution
Skills
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Win-Win
Collaboration
Agreement
Empathy
Communication
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Same Goes For Negotiation
Skills
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Win-Win
Collaboration
Agreement
Empathy
Communication
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