tag:blogger.com,1999:blog-62823429209037649582024-03-12T19:56:50.080-07:00Sh*t Lean Sigma SaysDocumenting the silly, uninformed, and incorrect things said about Lean by "belts," authors, and proponents of "Lean Six Sigma" or "Lean Sigma" - and trying to set the record straight. This is a parody of the popular book "Shit My Dad Says." Please read "About This Blog" to learn more.Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.comBlogger37125tag:blogger.com,1999:blog-6282342920903764958.post-36542359437750546852019-08-22T05:32:00.000-07:002019-08-22T05:34:11.451-07:00Don't Learn Lean from an LSS Green Belt?Posted on LinkedIn by somebody with a Lean Six Sigma Green Belt.... it's not her fault if she wasn't taught correctly about the Toyota Production System and Lean.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTm0x4m_OJkMPuMQm-F-xIE6VQoXZrHcRyHJk2ompZoyqh1s8PN-UlyS7e7n0AH5H1vc5bGF4mBDoqywSH71JzjvWYde5RCFQ8q8EkZkWWCuHY8wDOQHZT-vL37qrD48z0eOSEW6tFYm8/s1600/Image-1+%25281%2529.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="898" data-original-width="1242" height="288" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTm0x4m_OJkMPuMQm-F-xIE6VQoXZrHcRyHJk2ompZoyqh1s8PN-UlyS7e7n0AH5H1vc5bGF4mBDoqywSH71JzjvWYde5RCFQ8q8EkZkWWCuHY8wDOQHZT-vL37qrD48z0eOSEW6tFYm8/s400/Image-1+%25281%2529.png" width="400" /></a></div>
My thoughts:<br />
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To label the Toyota Production System as an “efficiency” system is inaccurate. TPS is about flow (which is not the same as “efficiency”) and quality at the source.Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com2tag:blogger.com,1999:blog-6282342920903764958.post-72391961408426331042018-09-16T07:17:00.003-07:002020-09-20T08:35:32.215-07:00No, Toyota Isn't a Six Sigma Company. No, They Didn't Create a Six Sigma System.If you <a href="https://www.google.com/search?q=toyota+six+sigma&rlz=1C5CHFA_enUS702US702&oq=toyota+&aqs=chrome.0.69i59j69i61j0j69i65l2j69i57.1029j0j7&sourceid=chrome&ie=UTF-8">do a Google search for "Toyota Six Sigma,</a>" the first result is from a company whose URL shows its roots. The domain is SixSigma.us. That tells me their origins are Six Sigma. I would link to them, but I don't want to give them the Google juice for doing so.<br />
<br />
Six Sigma people often latch onto Lean to create and sell something called "Lean Six Sigma" or "Lean Sigma." That's what this company does. But far too often, as this blog has documented, the Lean Six Sigma people get Lean completely wrong.<br />
<br />
This company has created a bad, inaccurate webpage that seems designed to appear high in the Google search results (hoping the SEO benefit will lead to more sales in spite of how inaccurate the page is). They want to sell training and "Belt" certifications (Green Belts, Black Belts, etc.).<br />
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The page is strangely titled: "Benefits of Toyota Production System (TPS)." If you find the actual <a href="https://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">Toyota TPS page</a>, you will find zero mentions of Six Sigma... because Toyota does not formally use what the belt-peddlers would sell as a "Six Sigma" methodology. Toyota doesn't train belts. They don't do DMAIC projects. Toyota <i>does</i> use statistical methods, but that's due to the history of Total Quality Management (TQM).<br />
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The company uses a huge Toyota logo, which isn't their intellectual property to use.<br />
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The page starts:<br />
<blockquote class="tr_bq">
"Toyota production system (TPS) is like a super charged Lean Six Sigma program."</blockquote>
It's NOT a "Lean Six Sigma program" and it's a stretch to say it's "like" one.<br />
<blockquote class="tr_bq">
"Al the proven and intelligent methodologies of conventional TPS Six Sigma have been charged with immensely motivated team associates."</blockquote>
"TPS Six Sigma" is not a thing.<br />
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This is all just written so badly...<br />
<blockquote class="tr_bq">
"TPS is the outcome of such powerful Lean Six Sigma team associates sigma, which leads to high performance culture and lets employees to know their full strength."</blockquote>
TPS is not an "outcome" of "Lean Six Sigma." I'm not sure what that sentence even means.<br />
<blockquote class="tr_bq">
"Toyota Motor Corporation created this Six Sigma system..."</blockquote>
What Toyota created is NOT a "Six Sigma system." This page is "fake news."<br />
<br />
This is surprisingly accurate (even a broken clock is right twice a day):<br />
<blockquote class="tr_bq">
Generally, TPS consists of two pillars such as Just-in-Time and Jidoka.</blockquote>
<a href="https://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">The Toyota TPS page</a> confirms those two pillars.<br />
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But, again, the page claims there is a Toyota Six Sigma strategy.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWg3mO37RmSlmPzrQG2fJuOxEcRhv5dBcczekNxi_WlujqN0qfHaYiDS739DgxBEUP2YGY3H9f-jHJILJSh0_7SFZ9CuIzug98Pvk4L0swfeqUd9xz-1ItmViNX5rbZL5aRNNMSQ5UDN4/s1600/false.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="400" data-original-width="400" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWg3mO37RmSlmPzrQG2fJuOxEcRhv5dBcczekNxi_WlujqN0qfHaYiDS739DgxBEUP2YGY3H9f-jHJILJSh0_7SFZ9CuIzug98Pvk4L0swfeqUd9xz-1ItmViNX5rbZL5aRNNMSQ5UDN4/s320/false.jpg" width="320" /></a></div>
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<br />
<blockquote class="tr_bq">
"<b>TPS’s Six Sigma</b><br />
Below discussed are some of the TPS’s (Toyota production system) Six Sigma strategies:"</blockquote>
I don't think this is true at all. It's been said that the Toyota dealers (independent companies) don't really use TPS. I'd like to see evidence of dealers using "setup reduction" methods.<br />
<blockquote class="tr_bq">
"Dealers Participation: Toyota treats its dealers as company partner, as integral part of TPS (Toyota production system). Dealers are also well familiar with ways to decrease setup times, defects, inventories and machine breakdowns and take responsibility to render their best possible outcomes."</blockquote>
The article says:<br />
<blockquote class="tr_bq">
"The Toyota Production System blends attitude, notion and specific techniques into a structured socio-technical Six Sigma system for manufacturing. Gradually, this Six Sigma system spread around Japan and finally to the West, and started gaining other names and variations. Toyota itself was not having any name for its manufacturing strategy until the 1970’s."</blockquote>
Again, Toyota did not create or spread a "Six Sigma" system. Six Sigma has American origins, at Motorola. It didn't spread TO the West. Toyota certainly didn't give the "Six Sigma" name to its strategy in the 1970s, since the term "Six Sigma" hadn't been created yet for a methodology like this.<br />
<blockquote class="tr_bq">
"Contact us at [redacted] and find out how we can positively help you plan and change the culture and operations of your organization. We offer Green Belt and Black Belt training programs, as well as a Master Black Belt program."</blockquote>
Offering Belts that Toyota does not use or offer internally.<br />
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That page is a disaster. It's inaccurate and badly written. But, they've figured out how to game the Google search results system. The new version of "buyer beware" is "searcher beware." You'd like to think Google would point you to accurate and reputable sources, not some "fake news" Six Sigma site. What a shame.<br />
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<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-197419174831369342018-05-23T02:02:00.000-07:002018-05-23T02:02:00.281-07:00Lean Can't Solve "Non Process" Problems?On LinkedIn, a guy who teaches Lean Sigma as a "Lean Six Sigma Master Black Belt" sure doesn't seem to know much about Lean... yet he tries teaching Lean anyway. And, he's an adjunct professor at a pretty major university, to boot.<br />
<br />
Reading his bio, he's a GE guy and a "Six Sigma Master Black Belt," which seems to be a more accurate description of his experience and his skill set.<br />
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Yet, he feels the need to try to also teach Lean. Stick to Six Sigma!<br />
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In a LinkedIn discussion, he claimed there is a "weak spot of Lean," where Lean "doesn't have much to offer for non process problems."<br />
<br />
What?<br />
<br />
When pressed, he said:<br />
<blockquote class="tr_bq">
"What lean tools do you use when a company approaches you and says their current profit is 4% and they want it to be 6%? The answer is none, this problem is better suited for the data analytics within DMAIC. Now if my problem is long cycle time to discharge a patient that screams lean tops, VSM etc."</blockquote>
For one, he thinks Lean equals tools. That's a common problem in the Lean Sigma movement, equating everything to tools in a toolbox. The "Lean" in "Lean Six Sigma" often just means superficial use of Lean tools like 5S or Value Stream Mapping without understanding the underlying Lean philosophy or management system.<br />
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I replied:<br />
<blockquote class="tr_bq">
"Organizations use Lean methods like strategy deployment and A3 problem solving to frame strategic business challenges without Six Sigma."</blockquote>
I also asked a former Toyota friend, Tracey Richardson, to chime in and she wrote:<br />
<blockquote class="tr_bq">
"So one of the first questions I would ask (regarding profit margins) how many of their KPI's are lagging indicators that they are reacting too, which is waste within that profit margin (answering the general question Mark asked not about the video). There is really no tool involved with the question, that takes some go-see, understanding of measurements, tools come much later when we determine - what problems are we solving and how do we know. So I agree Mark questions before tools :)"</blockquote>
The guy then creates a red herring by complaining:<br />
<blockquote class="tr_bq">
"It’s a shame so many lean only practitioners won’t acknowledge the added benefit of the DMAIC methodology and some of the Six Sigma tools."</blockquote>
I never said there's no added benefit to Six Sigma or DMAIC. I just want this Six Sigma guy to stick to Six Sigma, where there is added benefit. Him teaching incorrect things about Lean isn't helping anybody.<br />
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<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-25090456642303953592017-08-17T13:34:00.003-07:002017-08-17T13:34:45.926-07:00Another false dichotomy of #Lean & #SixSigmaAs shared on Twitter... it's flatly incorrect. Lean also helps very directly reduce defects through problem solving...<br />
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<br />
<blockquote class="twitter-tweet" data-lang="en">
<div dir="ltr" lang="en">
<a href="https://twitter.com/MarkGraban">@MarkGraban</a> never seen it put this way. <a href="https://t.co/eXojQuV2Jk">pic.twitter.com/eXojQuV2Jk</a></div>
— ChrisM (@chris200) <a href="https://twitter.com/chris200/status/898280922759524352">August 17, 2017</a></blockquote>
<script async="" charset="utf-8" src="//platform.twitter.com/widgets.js"></script>Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-35396975627023472902017-08-07T06:56:00.000-07:002017-08-07T06:58:06.555-07:00Why are we so obsessed with tools?This is from a healthcare consultant's website.... Lean is just a bunch of tools? That's not <a href="http://www.leanblog.org/2013/06/toyotas-jamie-bonini-on-organizational-culture/">what Toyota says</a>... it's also a management system and a culture. Is the "tools in the toolbox" mental model holding back Lean and holding back healthcare?<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA8I0b1BICBt2wQk3myDQa9NRoGPJQ5i046H9jCmWjd9-g7B90k_i5kYjwNuUgH6RQXn31-XVePG3XIkN2G0AH8PPXA53fBUYzQlaiaO-OvIZ1IFuYwiMN-4Re6PiDpxvCN1KW0cpfY8s/s1600/Screen+Shot+2017-08-07+at+8.48.54+AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="261" data-original-width="708" height="145" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA8I0b1BICBt2wQk3myDQa9NRoGPJQ5i046H9jCmWjd9-g7B90k_i5kYjwNuUgH6RQXn31-XVePG3XIkN2G0AH8PPXA53fBUYzQlaiaO-OvIZ1IFuYwiMN-4Re6PiDpxvCN1KW0cpfY8s/s400/Screen+Shot+2017-08-07+at+8.48.54+AM.png" width="400" /></a></div>
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The text:<br />
<blockquote class="tr_bq" style="color: #57343b; font-family: "Trebuchet MS", Trebuchet, Verdana, Tahoma, Arial, Helvetica, sans-serif; font-size: 0.85em; line-height: 1.9em; margin-bottom: 13px; padding: 0px;">
<br />
<b>Which method is best… Lean or Six Sigma?</b><br />
Remember that these are tools and methods. Is a hammer better than a screwdriver or saw? Each tool is appropriate for a specific task or function. In our experience, the Lean toolbox is the place for most organizations to start. <strong>Lean</strong> is intuitive and easy for managers to put into practice. Lean methods lay the foundation for "process and flow thinking." However, most organizations find that they will rapidly need the rich statistical toolbox of <strong>Six Sigma</strong>. This is especially true when dealing with complex issues of patient flow when the obvious improvements have already been completed.</blockquote>
I've also never found an organization that's run out of "obvious improvements." This toolbox view can perhaps drive short-term improvement... but is that it?Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-67471335671022937042017-07-10T09:56:00.000-07:002017-07-10T09:56:41.207-07:00The Six Things Wrong with the "Six Roles" of Lean Six SigmaI received a promotional email from a company that makes money by training and certifying belts.<br />
<br />
This infographic lists six roles... I was curious if I could find six things wrong with the diagram and the assumptions of many approaches to "Lean Six Sigma." Click on the illustration for a larger view.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSGBIA7ernLm7HTAbluxuPiuCl0FJ8nRFZBekNtRdIyrR-7P8tfSgw4A4fcVTF6TaSytPy8RGOv1AOjmit9du2TRlrriTe8USUgYr9gJPTawONGpPYxxF1YHnEKRVLXOxYdKa8OQdfx4I/s1600/Screen+Shot+2017-07-10+at+11.44.58+AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1112" data-original-width="1420" height="311" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSGBIA7ernLm7HTAbluxuPiuCl0FJ8nRFZBekNtRdIyrR-7P8tfSgw4A4fcVTF6TaSytPy8RGOv1AOjmit9du2TRlrriTe8USUgYr9gJPTawONGpPYxxF1YHnEKRVLXOxYdKa8OQdfx4I/s400/Screen+Shot+2017-07-10+at+11.44.58+AM.png" width="400" /></a></div>
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For one, the emphasis is on training and projects. That's, at best, a starting point for the adoption of a new management system and an organizational culture.<br />
<br />
Two, why do you need so many levels of belts. The only apparent difference between White and Yellow belts is that White Belts aren't allowed to participate in projects? Why would you exclude any employee's input? That sounds like an excuse to sell yet another belt for another fee.<br />
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Three, I'll emphasize that everybody should be involved in improvement (that's the Kaizen approach within Lean)... and, again, not all improvements should be considered a "project." Small "just do it" and PDSA style Kaizen improvements are small and don't require project formality.<br />
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Four, why are process issues being reported to Green Belts and Black Belts? Where is the role of the actual managers of areas in which the belts work? A better Lean approach would have direct supervisors, managers, directors, and above being made aware of problems and opportunities for improvement, not just belts.<br />
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Five, can a "Master Black Belt" really be "responsible" for implementation and culture change? That's the role of executive leaders.<br />
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Six, "champions" shouldn't just support change, they should be directly involved by setting goals and direction... and clearing obstacles along the way.<br />
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Well, I found six problems or concerns. What about you?<br />
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com4tag:blogger.com,1999:blog-6282342920903764958.post-13800287011228612792017-03-08T09:09:00.002-08:002017-03-08T09:09:53.625-08:00Sometimes, Professors are Wrong TooJust because you're an "adjunct professor at Georgia Institute of Technology’s Scheller School of Business" doesn't mean you can't be wrong about Lean.<br />
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The professor, who has a deep background in Six Sigma, maybe shouldn't be teaching about Lean. I'm not qualified to teach about Six Sigma, so I don't try telling people what Six Sigma is about.<br />
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I do know Lean pretty well.<br />
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As other posts on this blog point out, a statement like this is very incorrect... factually incorrect...<br />
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<a href="http://savannahnow.com/exchange-column/2016-01-15/lean-and-six-sigma-solving-problems-rather-improving-processes">As written here</a>:<br />
<br />
<blockquote class="tr_bq">
"Six Sigma uses the DMAIC (define, measure, analyze, improve and control) method to reduce defects. Lean, derived mostly from the Toyota Production System, focuses on cycle time reduction by eliminating non-value-added steps."</blockquote>
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The implication is that Lean doesn't help reduce defects. The implication is that Six Sigma is the only way to reduce defects. That's all untrue.<br />
<br />
<a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">See the Toyota Production System page</a> that explains how Lean is about improving flow AND quality. Improving flow leads to better quality. And, Lean has methods (tools like error proofing and management mindsets) that very directly improve quality.<br />
<br />
I wish Six Sigma people would stick to teaching about Six Sigma.<br />
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Would you let a physics professor teach biology? Would you "merge" the departments into something called "Physology" or "Physics Biology?"<br />
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That's my problem with Lean Sigma... the incorrect things that get said about Lean.<br />
<br />
I'm not against Six Sigma. I agree that Lean and Six Sigma can be complementary. But not if you think Lean doesn't address defects. Visit a Toyota plant and see...<br />
<div style="background-color: #f1f1f1; box-sizing: border-box; color: #f1f1f1; font-family: "Open Sans", sans-serif; font-size: 0px;">
<span style="box-sizing: border-box;">"Six Sigma uses the DMAIC (define, measure, analyze, improve and control) method to reduce defects. Lean, derived mostly from the Toyota Production System, focuses on cycle time reduction by eliminating non-value-added steps."</span></div>
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<span style="box-sizing: border-box;">The implication is that Lean doesn't help reduce defects. The implication is that Six Sigma is the only way to reduce defects. That's all untrue.</span></div>
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<span style="box-sizing: border-box;">See the Toyota Production System page that explains how Lean is about improving flow AND quality. Improving flow leads to better quality. And, Lean has methods (tools like error proofing and management mindsets) that very directly improve quality.</span></div>
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<span style="box-sizing: border-box;">http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/</span></div>
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<span style="box-sizing: border-box;">"Six Sigma uses the DMAIC (define, measure, analyze, improve and control) method to reduce defects. Lean, derived mostly from the Toyota Production System, focuses on cycle time reduction by eliminating non-value-added steps."</span></div>
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<span style="box-sizing: border-box;">The implication is that Lean doesn't help reduce defects. The implication is that Six Sigma is the only way to reduce defects. That's all untrue.</span></div>
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<span style="box-sizing: border-box;">See the Toyota Production System page that explains how Lean is about improving flow AND quality. Improving flow leads to better quality. And, Lean has methods (tools like error proofing and management mindsets) that very directly improve quality.</span></div>
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<span style="box-sizing: border-box;">http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/</span></div>
Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-14055450383100342322017-03-05T11:05:00.000-08:002017-03-05T11:05:51.168-08:00Lean Doesn't "Sacrifice Quality"Ah, the irony of an article that seeks to dispel "myths" about Lean Sigma then going and spreading an unfortunate myth about Lean.<br />
<br />
See this article from Quality Mag:<br />
<br />
<h3>
<a href="http://www.qualitymag.com/articles/91986-reasons-organizations-do-not-use-lean-six-sigma">10 Reasons Organizations Do Not Use Lean Six Sigma</a></h3>
They bust a few myths, but then they say this, unfortunately:<br />
<blockquote class="tr_bq">
<span style="background-color: white; color: #333333; font-family: "pt serif" , serif; font-size: 16px;">"By only doing Lean [and not Six Sigma] you sacrifice the benefits of quality." </span></blockquote>
No no no no no no.<br />
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This is just factually incorrect.<br />
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Again, I'll point you to the <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">Toyota web page for the Toyota Production System.</a><br />
<br />
TPS is about flow AND quality. They go hand in hand. Better flow leads to better quality, and vice versa.<br />
<br />
Lean and TPS have so many methods and mindsets that improve quality in very direct ways, such as:<br />
<br />
<ul>
<li>Error proofing</li>
<li>Andon cords (stop the line)</li>
<li>A culture of not blaming individuals for systemic problems</li>
</ul>
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Stop saying Lean alone would hurt quality. Somebody who doesn't understand Lean might go "implement Lean tools" in a way that hurts quality, but that's their fault (yes, I'll blame somebody) and not the fault of Lean.</div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-9402524972285397332015-07-22T15:58:00.002-07:002015-07-22T15:58:36.057-07:00Nope, ThedaCare & VMMC Still Don't Do Six Sigma or "Lean Sigma"Back in 2013, I <a href="http://www.shitleansigmasays.com/search?q=virginia+mason">wrote about a publication that described that Virginia Mason Medical Center does as "Lean Sigma</a>."<br />
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As Dwight Schrute would say on "The Office":<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgN7EwsumnthcuXI_i_6SDsopPNo6SaTz9LRdi_DryoWKPoODNsPlwOf8BgBKd8UcTSrtN_e3UzXNkZQhSjA_rMLisfCcDK68TuXY1RjTOZjEtJlvNFZTQizp3qC53NI0RLEaFUDfNm0PM/s1600/false.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgN7EwsumnthcuXI_i_6SDsopPNo6SaTz9LRdi_DryoWKPoODNsPlwOf8BgBKd8UcTSrtN_e3UzXNkZQhSjA_rMLisfCcDK68TuXY1RjTOZjEtJlvNFZTQizp3qC53NI0RLEaFUDfNm0PM/s1600/false.jpg" /></a></div>
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I've very directly asked Virginia Mason's CEO Dr. Gary Kaplan if they do anything with Six Sigma and he says no. </div>
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They use Lean, as in the Toyota Production System. No belts. No formal Six Sigma.</div>
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The same is the case at ThedaCare. I know because I've asked them. They don't do Six Sigma.</div>
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So, if an organization doesn't do Lean and Six Sigma, you can't call what they do "Lean Sigma."</div>
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It's just Lean.</div>
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There's a book on the market about Lean Six Sigma for hospitals that makes the same sloppy or misinformed error:</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhl_BwfRq1afYbcQ7FMh1h7wtjPbsRjc20n558I67LvzF216sCvt0X3svkSc_fZEKSiLwtgEbfdHjr0N53m1u9pp499f0mgric28QOvRORRUoUCdjsEfVO_R81snNJ7XrPGYDC-HWUpzNk/s1600/IMG_4393.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="125" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhl_BwfRq1afYbcQ7FMh1h7wtjPbsRjc20n558I67LvzF216sCvt0X3svkSc_fZEKSiLwtgEbfdHjr0N53m1u9pp499f0mgric28QOvRORRUoUCdjsEfVO_R81snNJ7XrPGYDC-HWUpzNk/s400/IMG_4393.png" width="400" /></a></div>
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Does it matter? Yes, it matters. Wrongly giving credit to Six Sigma encourages people to sink time and resources into an approach that might not be necessary. If you want to use Six Sigma, then great. If you want to combine Lean and Six Sigma, go for it. </div>
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Just don't call refer to Lean as "Lean Sigma."</div>
Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-62584954971935268732015-06-11T13:19:00.001-07:002015-06-11T13:19:47.138-07:00This Diagram is Wrong - Lean DOES Help Reduce Defects<div class="separator" style="clear: both; text-align: left;">
I see diagrams like this lot, in the context of Lean Sigma. Click on it for a larger view.</div>
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The flaw in this flow chart and thought process is that it implies that Lean is only helpful for cycle time reduction and that Six Sigma is the only methodology that can reduce defects.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeW8w0nKASBSIsk6rtPdwRyKWmA_GQnELsMHirSi1lmn5kDcOj_ylu87c_d9M6nLukR_VtmGWcW0sqdw4w6GukPNdKthyxb23z-ThAxI5sDL3epcJ_KK9UyqvtMJPYSNx7m5SFQDCR0AM/s1600/Screen+Shot+2015-06-11+at+1.06.48+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="256" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeW8w0nKASBSIsk6rtPdwRyKWmA_GQnELsMHirSi1lmn5kDcOj_ylu87c_d9M6nLukR_VtmGWcW0sqdw4w6GukPNdKthyxb23z-ThAxI5sDL3epcJ_KK9UyqvtMJPYSNx7m5SFQDCR0AM/s400/Screen+Shot+2015-06-11+at+1.06.48+PM.png" width="400" /></a></div>
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As I've said repeatedly on this blog, Lean and the Toyota Production System are designed around improving BOTH flow and quality.</div>
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The methods (such as mistake proofing / error proofing / poka yoke) and the management mindsets (allow people to pull the andon cord when they see a problem) all contribute to reducing defects in a very practical way.</div>
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Diagrams like this don't help people understand the differences between Lean and Six Sigma or the complementary nature of the two. </div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com2tag:blogger.com,1999:blog-6282342920903764958.post-13504976574514666142015-05-28T07:56:00.000-07:002015-05-28T08:00:26.806-07:00Sh*t Said on LinkedIn About #Lean, or "Professors Aren't Always Right"Maybe I need to start a site called ShitLinkedInSays.com. There's a lot of misinformation spread around by people in LinkedIn groups about Lean and Six Sigma. It's really frustrating.<br />
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Here's one of the recently laughable things I read in a discussion that started with the false "Lean = Speed" and "Six Sigma = Accuracy" dichotomy <a href="http://www.shitleansigmasays.com/2015/05/misinformation-floating-around-on.html">that I mentioned before</a>.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7RZ6UvunFEUVSsT8xtUZUwhhO5X3brAVLjYFijMM9Qfqp4vGxCG_tUH1TatzvfpSA_nkSZBs2HAfR8bksUw7do1Oe7uHps4hK8kLTiNemnUZUQELJOLvzLDTiXv6skF-JVsorriEtIYc/s1600/5e9c2abe-f675-4cf3-b5d2-25852860239b-large.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="270" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7RZ6UvunFEUVSsT8xtUZUwhhO5X3brAVLjYFijMM9Qfqp4vGxCG_tUH1TatzvfpSA_nkSZBs2HAfR8bksUw7do1Oe7uHps4hK8kLTiNemnUZUQELJOLvzLDTiXv6skF-JVsorriEtIYc/s400/5e9c2abe-f675-4cf3-b5d2-25852860239b-large.jpeg" width="400" /></a></div>
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That ugly PowerPoint slide is wrong. Factually incorrect, as I've said before - just look at <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">Toyota's own Toyota Production System website</a> and you'll see that Lean is about flow AND quality at the source.<br />
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Here's the comment.... from a professor... that really kills me:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRCJMhwhoMJswgX4D0ydvynjdX9vUA2t5hHkElSpULtIR8LwtjjCJRWOneVNgn6Q_U7xcKh5ATuTHvMpYckYtw1vdkIcsCBk5k1I6aqJoRJ8Dr4j6jO-Fr_UDgIprBjMY2OixTKNeNDpM/s1600/FullSizeRender.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="161" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRCJMhwhoMJswgX4D0ydvynjdX9vUA2t5hHkElSpULtIR8LwtjjCJRWOneVNgn6Q_U7xcKh5ATuTHvMpYckYtw1vdkIcsCBk5k1I6aqJoRJ8Dr4j6jO-Fr_UDgIprBjMY2OixTKNeNDpM/s400/FullSizeRender.jpg" width="400" /></a></div>
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Six Sigma is a tool used to implement Lean? That's a new one...</div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com1tag:blogger.com,1999:blog-6282342920903764958.post-33136642205648545772015-05-26T10:41:00.003-07:002015-05-26T10:42:13.331-07:00Misinformation Floating Around on LinkedInNo matter how many times you repeat or share something like this, it's still a false dichotomy. <a href="https://www.linkedin.com/nhome/updates?topic=activity%3A5998830288195641344&activity=activity%3A5998830288195641344&start=10&count=10&paginationToken=">From LinkedIn</a>:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgh25I1_89c6si2kqTRJXh8i1rulHt8gZHIkkzAwPAnV4crl7-YIiMF-hchAYrmAaj0dljbvjQyqSVKL8ALQhVsYT6UXO9pHyTXxoJjnMkQAtqa2mgHb4kWEKrKAxqsjoB3SOP4BHig7hY/s1600/5e9c2abe-f675-4cf3-b5d2-25852860239b-large.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="270" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgh25I1_89c6si2kqTRJXh8i1rulHt8gZHIkkzAwPAnV4crl7-YIiMF-hchAYrmAaj0dljbvjQyqSVKL8ALQhVsYT6UXO9pHyTXxoJjnMkQAtqa2mgHb4kWEKrKAxqsjoB3SOP4BHig7hY/s400/5e9c2abe-f675-4cf3-b5d2-25852860239b-large.jpeg" width="400" /></a></div>
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My comment:</div>
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A diagram like this is factually incorrect. It's incorrect to imply that Lean is not focused on reducing variation or improving quality. Look at <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">Toyota's own web page on the Toyota Production System</a> (aka Lean) to see how it's about BOTH flow and quality. You can improve quality without Six Sigma. I'm not saying Six Sigma doesn't help, but don't diminish or misrepresent Lean. </div>
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<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-62162300501601470862015-04-04T15:58:00.003-07:002015-04-04T15:58:56.709-07:00A Lean Sigma Book Says You Need Six Sigma to Address DefectsA book on Lean Six Sigma for healthcare talks about the eight types of waste. So far, so good.<br />
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Until the author talks about the "waste of defects" and claims that Lean addresses everything BUT defects and that you need Six Sigma to address defects.<br />
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That's hogwash.<br />
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From the book.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcoj_kiX6-aXWJL4Nczz6BzMDQ87mQCt9bBuMweW3Y_-6-KSCSgkdc99zAcgf4AFpzPfJNjNJ_83l845n44d7P_KCH1mbK0ABJLdhLJzRKUvXwFrgLGlHzAzd7D47i1_ShmhQSEOIDNws/s1600/Screen+Shot+2015-04-04+at+5.56.27+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcoj_kiX6-aXWJL4Nczz6BzMDQ87mQCt9bBuMweW3Y_-6-KSCSgkdc99zAcgf4AFpzPfJNjNJ_83l845n44d7P_KCH1mbK0ABJLdhLJzRKUvXwFrgLGlHzAzd7D47i1_ShmhQSEOIDNws/s1600/Screen+Shot+2015-04-04+at+5.56.27+PM.png" height="120" width="400" /></a></div>
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He talks about right sizing machines and reducing changeovers... those are core Lean concepts.</div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-79919883762896017732015-03-09T10:09:00.002-07:002015-03-09T10:09:30.980-07:00Another Healthcare Article Gets it WrongThis article gets it really wrong: "<a href="https://healthmanagement.org/c/hospital/news/lean-six-sigma-eliminating-wasteful-practices-for-improved-efficiency">Lean Six Sigma: Eliminating Wasteful Practices For Improved Efficiency</a>"<br />
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It says:<br />
<blockquote class="tr_bq">
"Lean Management is a style which focuses on “waste” reduction: lowering the incidence of unnecessary spending through ongoing oversight. Meanwhile, Six Sigma works by eliminating defects in processes using disciplined and data-driven techniques."</blockquote>
It's terribly incorrect to say that Lean focuses on reduced spending.<br />
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It's also wrong to imply that Six Sigma is the only methodology that focuses on reducing defects.<br />
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Lean works to reduce defects. Lean is disciplined and data-driven.<br />
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Yet another "Lean Six Sigma" article that really botches it.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcRyF81B0TBTMPIMNq_VYNlLunm2LtOAjxNrW4h6ddNXCJor0xXYInd73pn6OkOSQLSSYU-46zKGIbhBKdNAvw9uxuFCqNv5XZnbO4R2vRSo7zV7hdQGBH4hJf_59fR3GM93dTe9Nvzhg/s1600/Screen+Shot+2015-03-09+at+12.08.52+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcRyF81B0TBTMPIMNq_VYNlLunm2LtOAjxNrW4h6ddNXCJor0xXYInd73pn6OkOSQLSSYU-46zKGIbhBKdNAvw9uxuFCqNv5XZnbO4R2vRSo7zV7hdQGBH4hJf_59fR3GM93dTe9Nvzhg/s1600/Screen+Shot+2015-03-09+at+12.08.52+PM.png" height="400" width="387" /></a></div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-33472431477806571602014-05-17T05:07:00.000-07:002014-05-17T05:07:02.507-07:00Some Product Development Books Get it Wrong TooHere is a <a href="http://www.amazon.com/Clifford-Fiore/e/B001K8HAMW/?_encoding=UTF8&camp=1789&creative=390957&linkCode=ur2&tag=markgraban&linkId=4TO3MZDP5PSISJUP">series of books on product development</a> that gets it really wrong too:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCM8yC9oUFYfOCm4M9OM2RZ8Yp1HVs1hqMPSMtZiH73SGqy4rgc1eh6sMZEPn3yoeWjY6bk2tDuK5Iha8bVCBPm42KG1Hi9LSxfu6aBDcB9kbSqU_zF8kzgcBHFF5mlU0lzIlARdiNg0s/s1600/Screen+Shot+2014-05-17+at+6.58.15+AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCM8yC9oUFYfOCm4M9OM2RZ8Yp1HVs1hqMPSMtZiH73SGqy4rgc1eh6sMZEPn3yoeWjY6bk2tDuK5Iha8bVCBPm42KG1Hi9LSxfu6aBDcB9kbSqU_zF8kzgcBHFF5mlU0lzIlARdiNg0s/s1600/Screen+Shot+2014-05-17+at+6.58.15+AM.png" height="303" width="400" /></a></div>
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It's, again, just dead wrong to say Lean is only about cycle time (or speed). </div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-60652090705566229142014-05-13T15:35:00.002-07:002014-05-13T15:43:47.956-07:00Lean is All About Efficiency and Not About the Customer? Here is the usual claptrap about Lean being all about speed and efficiency.<br />
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A Lean Sigma presenter claims the following <a href="https://www.youtube.com/watch?v=5oThG2Uw5EY">in a webinar</a>:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjgcgsSlPOgNYujsfso-xbLfB60hmY9lQlTgMPqlmizLbtmrk87Onn9Z8iodnu1woc3MGIxzZMiHWmg6-C1dfb91OeHrUedDKVVA8YtAu6NkayKB8914zJaUpYdHw0hwsEqQj4HQrMbEZY/s1600/Screen+Shot+2014-05-13+at+5.30.15+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjgcgsSlPOgNYujsfso-xbLfB60hmY9lQlTgMPqlmizLbtmrk87Onn9Z8iodnu1woc3MGIxzZMiHWmg6-C1dfb91OeHrUedDKVVA8YtAu6NkayKB8914zJaUpYdHw0hwsEqQj4HQrMbEZY/s1600/Screen+Shot+2014-05-13+at+5.30.15+PM.png" height="115" width="400" /></a></div>
He thinks Lean contributes nothing to meeting the needs of our customers? That Lean has nothing to do with product development, the Lean Startup, or quality?<br />
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The presenter then says that Lean and Six Sigma are just a bunch of tools to combine. That shows further misunderstanding of Lean.<br />
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Toyota people would say Lean is:<br />
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<ol>
<li>Tools</li>
<li>Philosophy</li>
<li>Management System</li>
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It's an integrated system.</div>
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The presenter THEN contradicts himself a few slides later and is correct in saying that Lean is about understanding customer needs and value. Do people even listen to themselves talk and hear how what they're saying is inconsistent?<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA44w-vFcr90pZ0aerVQ7X_k4lxk-aWFP2UrBbHXY0_JTnDzJqG1abq8I9OVk8y5v-TvEhmOOkYO2kHs7mLpdC99S27iKAY3SVURTkuM8RCsi5kn2wR1HqoVhrMxGUf0jUrB2jFJTiwZw/s1600/Screen+Shot+2014-05-13+at+5.43.22+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA44w-vFcr90pZ0aerVQ7X_k4lxk-aWFP2UrBbHXY0_JTnDzJqG1abq8I9OVk8y5v-TvEhmOOkYO2kHs7mLpdC99S27iKAY3SVURTkuM8RCsi5kn2wR1HqoVhrMxGUf0jUrB2jFJTiwZw/s1600/Screen+Shot+2014-05-13+at+5.43.22+PM.png" height="190" width="400" /></a></div>
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It's amazing how consistently wrong the Lean Sigma crowd is about Lean. It does everybody a disservice.Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-1264993776107380662014-03-28T13:52:00.000-07:002014-03-28T13:54:12.085-07:00The Bigger The Firm Is, the Less They Know?<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVEm0o89gIg3pQlqxfmK39ruUJikRVAMstBld13eV4tJdKL96j-UOPkcZT-Ln2T0hLpz5RZEN0UiDGecTjCYIXPF4Pa7K0xUzqeW0Kb6c8POLq7w2EH3DyijWO74c38WCR8UVr0PpLr1s/s1600/big.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVEm0o89gIg3pQlqxfmK39ruUJikRVAMstBld13eV4tJdKL96j-UOPkcZT-Ln2T0hLpz5RZEN0UiDGecTjCYIXPF4Pa7K0xUzqeW0Kb6c8POLq7w2EH3DyijWO74c38WCR8UVr0PpLr1s/s1600/big.jpg" height="85" width="400" /></a></div>
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Even a really large, name brand consulting firm sometimes spreads "sh!t" about Lean. It's just a bunch of tools to pick and choose from?<br />
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Ugh. Buyer beware.<br />
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<span style="background-color: white; color: #000302; font-family: Arial; font-size: 16px; line-height: 24px;">"We are pragmatic in our use of Lean Six Sigma. We use only the tools that make the most sense for each situation. ________ has developed an up-front diagnostic X-ray that enables companies to identify and focus on only the process changes that will quickly make the biggest differences, ensuring faster results with smaller initial investment."</span></blockquote>
Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-41690638185984056882014-02-24T05:23:00.000-08:002014-02-24T05:23:50.719-08:00Lean Doesn't Have Methods for Finding a Root Cause?<div class="tr_bq">
From a really bad article written by a Six Sigma Black Belt: </div>
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If you use the Lean methodology to improve a process that is plagued with frequent defects, errors, mishaps, failures, etc., that have eluded managers and engineers to the point where they just accept that there is no solution, you end up with a less desirable product because <b><i>you cut corners and features to avoid the defects rather than fix them.</i></b></blockquote>
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Six Sigma is ideal for solving hard process problems that result in defects in the process output; e.g., broken windshields on cars coming off an assembly line, customer bills calculated incorrectly, data missing off a mainframe server, food getting spoiled long before its expiration date, etc..</blockquote>
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<b><i>Lean tools and methodologies lack the rigor to determine the root cause of elusive defect problems; </i></b>Six Sigma tools and methodologies are too time consuming and costly to just to improve business efficiency.</blockquote>
I don't know where people get this stuff. Who ever said in Lean or the Toyota Production System that you cut corners to "avoid defects" rather than fixing them?<br />
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Who said Lean doesn't help you find a root cause?<br />
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The reality is: fishbone diagrams, the "5 Whys," going to the gemba, andon cords, mistake proofing... these are all great examples of how we find and prevent defects in the Lean methodology.<br />
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Black Belts should really stick to writing about Six Sigma. There's a reason I stick to writing about Lean...Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-90874169299916419772014-01-11T04:22:00.000-08:002014-01-11T04:24:11.955-08:00Again, Lean is Not Just Speed<div class="separator" style="clear: both; text-align: center;">
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Common mistake here:</div>
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<span style="background-color: white; font-family: Arial, Helvetica, sans-serif; font-size: 12px; line-height: 18px;">Two years ago, Akron Children’s Hospital adopted a business-improvement methodology called </span><a href="http://www.navyenterprise.navy.mil/knowledge/tools/sixsigma.aspx" style="background-color: white; color: #003366; font-family: Arial, Helvetica, sans-serif; font-size: 12px; line-height: 18px; margin: 0px; padding: 0px;" target="_blank">Lean Six Sigma</a><span style="background-color: white; font-family: Arial, Helvetica, sans-serif; font-size: 12px; line-height: 18px;">, a blend of the lean-production concept derived from Toyota’s production system and the Six Sigma strategy developed by Motorola in 1986. Lean production focuses on speed, and Six Sigma focuses on quality.</span></blockquote>
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"Lean production focuses on speed." This is factually incorrect. In the the Lean/TPS approach, <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">speed AND quality go hand in hand</a>. Lean, arguably, starts with quality and "speed" is a result of that.</div>
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(<a href="http://www.radiologydaily.com/daily/pediatric-radiology/hospital-cuts-mri-wait-time-from-28-days-to-3/#.UtAEGDopHx0.twitter">article link</a>)</div>
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<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-52327099447650778682013-10-15T08:22:00.004-07:002013-10-15T08:23:33.898-07:00It's Wrong, No Matter How Pretty<span style="text-align: left;">From an online "Lean Six Sigma Yellow Belt" training class:</span>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjayXHXXDcN0anlKUL4bq9PPTu5B1G0wDSGKQo3GFWScWY8mKiOv1zxGMbsZvBYqc-6g4RfzPiyY0Y5pHeCtyT5eVRKxok9_4QLatKpxA7hhKB8z6NgxG1VLt0_tXbND5e_WumsQc5wnFA/s1600/Screen+Shot+2013-10-15+at+10.19.31+AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="145" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjayXHXXDcN0anlKUL4bq9PPTu5B1G0wDSGKQo3GFWScWY8mKiOv1zxGMbsZvBYqc-6g4RfzPiyY0Y5pHeCtyT5eVRKxok9_4QLatKpxA7hhKB8z6NgxG1VLt0_tXbND5e_WumsQc5wnFA/s400/Screen+Shot+2013-10-15+at+10.19.31+AM.png" width="400" /></a></div>
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The whole "Lean is about waste and speed," while Six Sigma is the approach for "defect reduction" is wrong. Lean provides rigorous methods for "effectively solving problems" including reducing defects.</div>
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I don't understand why the Lean Six Sigma world doesn't get that.</div>
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Lean Six Sigma is just faster Six Sigma?</div>
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Ugh.</div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-86422952468609368982013-09-15T07:02:00.001-07:002015-05-30T10:39:20.793-07:00This Lean Sigma Guy Says Lean Makes Defects FasterA clip from a professional speaker who will go unnamed (but he is a "Lean Six Sigma" author and trainer)... in part he says, incorrectly, that somebody might say:<br />
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"We need to apply Lean to this process because we have a real quality issue." and he would respond:<br />
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"Go ahead and apply Lean to the process, you're gonna speed up your quality issue and make bad stuff faster."<br />
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This is shockingly wrong. Again, I'll point folks to the <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">Toyota Production System website</a>, where they clearly state that TPS (i.e., Lean) is about both Quality AND Flow.<br />
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The Lean Sigma crowd incorrectly says that "Lean is for speed and Six Sigma is for quality."<br />
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Ironically, this speaker says that "people confuse these things all the time." He's the one who is confused. He is wrong:<br />
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Update:<br />
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His book wrongly says that Lean is mainly about just efficiency and speed. This is a very common Lean Sigma fallacy:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8KAxESfkpR5E06Sa5Ln_o26-mu25BvDrWViIZw0NYKLHklx3HVCzFXkXB1fD-Lc_DqcQNG-pkHVXeSTCSH3joMkNfE9NrWj8VBjxLXmIPbT3gALRpbVZ1EP7U8Vwf3DMXgU09zSL0B9M/s1600/photo-5.JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="263" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8KAxESfkpR5E06Sa5Ln_o26-mu25BvDrWViIZw0NYKLHklx3HVCzFXkXB1fD-Lc_DqcQNG-pkHVXeSTCSH3joMkNfE9NrWj8VBjxLXmIPbT3gALRpbVZ1EP7U8Vwf3DMXgU09zSL0B9M/s400/photo-5.JPG" width="400" /></a></div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-45942051508111475732013-08-26T15:55:00.001-07:002013-08-26T15:55:58.503-07:00The "Buzz" About Lean Six Sigma is Often WrongFrom a hospital news trade journal, "The Buzz about Lean Six Sigma" included this inaccurate quote:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmD1j13MafZCAMLsla6DaNvJ0DXYfFgxDmM288jsge5CDfDbk-s1j4NIm2ke-QnpN4QS7Aq_Pc5JYqjfPWIZ5yHRmFAbfcQ1nWKY9tvp5DRQzFiVgxSAgM9CbromUF9Ln60LF_tW6O6sc/s1600/lss.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="51" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmD1j13MafZCAMLsla6DaNvJ0DXYfFgxDmM288jsge5CDfDbk-s1j4NIm2ke-QnpN4QS7Aq_Pc5JYqjfPWIZ5yHRmFAbfcQ1nWKY9tvp5DRQzFiVgxSAgM9CbromUF9Ln60LF_tW6O6sc/s400/lss.png" width="400" /></a></div>
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As I've pointed out before, Lean is not just about efficiency... it's about quality and flow. Efficiency and higher profits are an end result, not a primary goal.</div>
Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-47081609160526569652013-08-14T20:05:00.002-07:002013-08-14T20:05:31.002-07:00Seminal Lean Sigma Book Gets it Wrong<div class="separator" style="clear: both; text-align: left;">
From the cover of a well-known Lean Sigma book:</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggktwbZI7UYqC68B4e-Q4iYg47RO2lr3rt6ADmtT2wiW6DJ0bP0l2p9UfnC8Vc9DeesWAARPSkfnPM2suTxxofEVVc7OLfrerpIpxTwfs3YeEcN2CYiDCPlMaoc7D_8O7XIFNEoWT511Y/s1600/Screen+Shot+2013-08-14+at+10.03.19+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="75" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggktwbZI7UYqC68B4e-Q4iYg47RO2lr3rt6ADmtT2wiW6DJ0bP0l2p9UfnC8Vc9DeesWAARPSkfnPM2suTxxofEVVc7OLfrerpIpxTwfs3YeEcN2CYiDCPlMaoc7D_8O7XIFNEoWT511Y/s400/Screen+Shot+2013-08-14+at+10.03.19+PM.png" width="400" /></a></div>
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Again, it's wrong to say:</div>
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<li>Lean = speed</li>
<li>Six Sigma = quality</li>
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Lean and the Toyota Production System are about BOTH speed (flow, really) and quality. <a href="http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/">See for yourself on the Toyota website</a>.</div>
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<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-27067167905163582632013-08-14T19:50:00.000-07:002013-09-15T07:11:39.393-07:00This Lean Sigma Book Thinks Lean is Only About "Faster and Cheaper"A diagram proposed by a Lean Sigma book:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIjJDEK-Ws7o16AxayPusDqqu6T6Pk06e-6GZEZHQ_2bFddLTI7ArmqeobUZzpTqZo5stoxG5joPJ1ZdAc45J8GCEY7uAkj9PnZbg8NsCSdUS3UpySVdkVluXeSsSWjPsZ22uKqdr9hXs/s1600/Screen+Shot+2013-08-14+at+9.47.35+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIjJDEK-Ws7o16AxayPusDqqu6T6Pk06e-6GZEZHQ_2bFddLTI7ArmqeobUZzpTqZo5stoxG5joPJ1ZdAc45J8GCEY7uAkj9PnZbg8NsCSdUS3UpySVdkVluXeSsSWjPsZ22uKqdr9hXs/s400/Screen+Shot+2013-08-14+at+9.47.35+PM.png" width="373" /></a></div>
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Lean is only about Faster and Cheaper?? Wrong. Lean is about Better, Faster, and Cheaper. The Lean Sigma people ignore the quality methods and quality tools that are a core part of Lean and Toyota Production System. "Better" is not the exclusive domain of Six Sigma. Sorry, just not true.</div>
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As I say on the "<a href="http://www.shitleansigmasays.com/p/about-this-blog.html">About This Blog</a>" page:</div>
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<span style="background-color: white; color: #666666; font-family: 'Trebuchet MS', Trebuchet, Verdana, sans-serif; font-size: 18px; line-height: 24px;">"Everyone is entitled to his own opinion but no one is entitled to his own facts."</span><span style="background-color: white; color: #666666; font-family: 'Trebuchet MS', Trebuchet, Verdana, sans-serif; font-size: 18px; line-height: 24px;"> </span> </blockquote>
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<a href="http://en.wikipedia.org/wiki/Daniel_Patrick_Moynihan" style="background-color: white; color: #0e148c; font-family: 'Trebuchet MS', Trebuchet, Verdana, sans-serif; font-size: 18px; line-height: 24px; text-decoration: none;">Senator Daniel Patrick Moynihan</a></blockquote>
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The book further explains that Lean is about "productivity" and Six Sigma is about "Quality." Wrong!</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhi-hozS0qkklphK-1C_RKNqpQWt0q_GASFkSQ1NjWJcVoTnsA2c7d-kVOEezp-DIBYyGs78yUrUBZZM8mLBWjRDsLrJcP_YUgwV05pO3C2aDkY2mmgwS3I5oRU-GNixGhyXVLD9QQyW6c/s1600/Screen+Shot+2013-08-14+at+9.55.21+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="87" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhi-hozS0qkklphK-1C_RKNqpQWt0q_GASFkSQ1NjWJcVoTnsA2c7d-kVOEezp-DIBYyGs78yUrUBZZM8mLBWjRDsLrJcP_YUgwV05pO3C2aDkY2mmgwS3I5oRU-GNixGhyXVLD9QQyW6c/s400/Screen+Shot+2013-08-14+at+9.55.21+PM.png" width="400" /></a></div>
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Wrong!</div>
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<object width="480" height="270"><param name="movie" value="//www.youtube.com/v/cyvfGY-LlnE?hl=en_US&version=3&rel=0"></param><param name="allowFullScreen" value="true"></param><param name="allowscriptaccess" value="always"></param><embed src="//www.youtube.com/v/cyvfGY-LlnE?hl=en_US&version=3&rel=0" type="application/x-shockwave-flash" width="480" height="270" allowscriptaccess="always" allowfullscreen="true"></embed></object>Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0tag:blogger.com,1999:blog-6282342920903764958.post-35830114156666318192013-08-14T19:43:00.001-07:002013-08-14T19:44:15.666-07:00An Ironic Complaint about "Bastardization"It kills me to see a Lean Sigma book complain about methodologies being "bastardized" when this book does the exact same thing to "Lean."<br />
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To say Lean is only about reducing waste or that lean is only about Flow is a complete bastardization of Lean and the Toyota Production System.<br />
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It's a shame that people who don't know any better accept this stuff as gospel truth.<br />
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Lean has many principles and methods that help improve what we <i>should</i> be doing. The aim of Lean is to get it right the first time, every time... that's not the exclusive domain of Six Sigma.</div>
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Ridiculous.</div>
<br />Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.com0