Lean Six Sigma

https://en.wikipedia.org/wiki/Lean_Six_Sigma (LSS)

DOWNTIME is an acronym in LSS representing 8 forms of waste. Defects. Overproduction. Waiting. Transportation. Non-used talent, Inventory. Motion. Extra processing.

Here are some useful icons [1]:

Kaizen (Continuous Improvement) vs Six Sigma

Kaizen	Six Sigma
Continuous small improvements (everyday change)	Structured, project-based defect and variation reduction
Everyone participates; frontline-driven	Typically led by trained roles (Green/Black Belts) with executive sponsorship
Cultural mindset and habits; improvement as part of daily work	Methodology with defined phases and deliverables (DMAIC/DMADV)
Fast experimentation; “try, learn, standardize”	Data- and analysis-intensive; statistical tools common
Focus: flow, waste reduction, work standardization, ergonomics	Focus: variation control, capability, defect reduction (DPMO, sigma level)
Measurement: simple operational metrics (lead time, WIP, rework, safety)	Measurement: process capability, control charts, hypothesis tests, DOE
Best for: high-frequency opportunities, local process improvements	Best for: chronic quality problems, complex cross-functional processes
Typical cadence: daily/weekly improvements; occasional Kaizen events	Typical cadence: defined projects lasting weeks to months

5S Method for Clean Organization

Japanese	English	Operational meaning	Audit checklist (yes/no or score 0–2 each)
Seiri	Sort	Remove unnecessary items from the workspace	Only necessary tools/materials are present at the point of use Red-tag area exists and is used (items moved there within 24 hrs) No expired, broken, or duplicate items occupying prime space Work areas/aisles are free of stored items and clutter Unused jigs/fixtures/materials are removed or stored in designated overflow
Seiton	Set in Order	Arrange needed items for efficient access	Every item has a clearly labeled “home” (location + label visible) Items are stored by frequency of use (daily items closest, rarely used farther) Shadow boards / outlines / bin labels match current contents Point-of-use storage exists for consumables (fasteners, tape, blades, etc.) No searching: common items can be retrieved in <30 seconds
Seiso	Shine	Clean and inspect the workspace	Floors, benches, and machines are clean (no buildup, chips, dust, spills) Cleaning tools are available and stored at point of use “Clean-to-inspect”: leaks, wear, looseness, or damage are easy to spot Daily cleanup is performed at end of shift (documented or observable) Abnormalities found during cleaning are tagged and reported
Seiketsu	Standardize	Establish procedures to maintain first 3 S’s	Standard work exists for cleanup, restock, and tool return (posted) Visual standards exist (photos/diagrams) for “what good looks like” Restock levels (min/max) are defined for consumables Responsibilities are assigned (who, what, when) for each area 5S audit schedule is posted and followed (weekly/monthly cadence)
Shitsuke	Sustain	Build discipline and habit to keep standards	Regular audits occur and scores are tracked over time Issues found in audits have owners and due dates (closed-loop) New people are trained on 5S standards during onboarding Leaders do routine gemba walks and reinforce standards Standards are improved when reality changes (no “stale” rules)

Gemba Walk

A Gemba Walk is a structured leadership practice where managers go to the actual workplace (shop floor, job site, lab, office) to:

• Observe the process directly
• Ask questions
• Understand problems firsthand
• Support continuous improvement