In 50 Words
Or Less
Lean brings action and intuition to the table, quickly
attacking low hanging fruit with kaizen events.
Six Sigma uses statistical tools to uncover root
causes and provide metrics as mile markers.
A combination of both provides the tools to create
ongoing business improvement.
QUALITY PROGRESS
I APRIL 2003 I 37
LEAN
sacrifices the bias for action inherent in lean projects. Momentum for transformation is lost.
By looking at projects through both the lean and
Six Sigma lenses, you have the precision, actionable tools needed to find hidden problems while
making sure you dont overlook the obvious.
Case Study
Consider the case of a prominent playground
equipment manufacturer, Landscape Structures Inc.
in Delano, MN. The company had been working on
lean techniques for more than a yearcutting lead
time in manufacturing by 92%, improving productivity by more than 20% and dropping scrap from 0.8
FIGURE 1
Manpower
Lack of braze
quality feedback
to brazer
Uneven application
of rod to joint
Uneven application
of heat to joint
No ownership
Materials
Off/on
Defects 12 am - 7 am
Stickout DBC
Fly-cut
Torch temp
Flare
Interpretation of
Blockade
good flame
Ag percentage
Sit/Stand
Filler material
Stick
Coil angle
during braze
Heat order
2 RB ends
Visual inspection
lighting
Flare
No visual
inspection
Stickout distance
Heat sink
Cup identification
RB OD
RB DBC
RB leg angle and
distance to tangent
Stickout angle
POE oil
Braze joint
quality
- penetration
- leak
No flow of Ni
Fly-cut
Machinery
Ring
Paste
Insertion depth
No method to check
Environment
Measurement
QUALITY PROGRESS
I APRIL 2003 I 39
LEAN
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QUALITY PROGRESS
I APRIL 2003 I 41