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LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process
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LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Dec 22, 2015

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Page 1: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

LEAN SIX SIGMATAGUCHI METHODS

Manufacturing Planning Process

Page 2: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

“Quality begins with me.” Phil Crosby

Lean Six Sigma (LSS)

Improvement MethodsDesign for LSS (DFSS)LSS Implementation IssuesStrategic LSS RoadmapThe Malcolm Baldrige Award

Page 3: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Six Sigma Improvement Methods

No need to choose between improvement and replacement - Six Sigma accommodates both!

Define

Measure

Analyze

Design

Validate

Improve

Control

“He who stops being better stops being good.” Oliver Cromwell

Page 4: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

LSS Tollgates/DMAIC Checklist

Review progress after each DMAIC phase

Approve transition to the next phase

to insure that the team does not rehash, regress, or fail for other reasons

Tollgate Purpose:

Responsibility: Quality Council (Steering Team)

Page 5: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Define Tollgate Checklist

Relevant Background InformationProblem Statement/Clear Business CaseVoice of CustomerProcess Description - SIPOC Project Charter

Project Benefits Resources Needed Source of Baseline Data

High Level Flowchart DMADV/DFSS?

Business Case

Cu

sto

me

r

Re

qu

ire

me

nt

Technical Requirem ent

Process Name

Product/ Service Description

Objective

Project Scope Statement

Assumptions/ Constraints/ Risk

Benefits

Schedule

Project NameBusiness Unit DepartmentStart DateProject Budget

Contact Information

Project Stakeholder Phone number E-mailNameProject Champion Process OwnerBlack/ Green Belt Team Members

Project Y Baseline Forecast Objective

Process Name

Product/ Service Description

Objective

Project Scope Statement

Assumptions/ Constraints/ Risk

Benefits

Schedule

Project NameBusiness Unit DepartmentStart DateProject Budget

Contact Information

Project Stakeholder Phone number E-mailNameProject Champion Process OwnerBlack/ Green Belt Team Members

Project Y Baseline Forecast Objective

MISSIONPurposeVisionValues

STRATEGYGOALS AND

OBJECTIVES

PROJECTS

MISSIONPurposeVisionValues

STRATEGYGOALS AND

OBJECTIVES

PROJECTS

S h i p p in gS o u r c i n g P a c k a g in g C u s t o m e r S e r v i c eI n p u t s O u t p u t s

E n v i r o n m e n t a l A n a l y s is

D e v e lo p R F PC o n d u c t B i d

P r o c e s s

I m p le m e n t S u p p l i e r C h a n g e

S e le c t S u p p l ie r

S h i p p in gS o u r c i n g P a c k a g in g C u s t o m e r S e r v i c eI n p u t s O u t p u t s

E n v i r o n m e n t a l A n a l y s is

D e v e lo p R F PC o n d u c t B i d

P r o c e s s

I m p le m e n t S u p p l i e r C h a n g e

S e le c t S u p p l ie r

Alignment Charter

High Level Process Map

Voice ofCustomers

S

Suppliers

I

Input

P

Process

O

Outputs

C

Customers

Input Boundary Output Boundary

Requirements Requirements

S

Suppliers

S

Suppliers

I

Input

I

Input

P

Process

P

Process

O

Outputs

O

Outputs

C

Customers

C

Customers

Input Boundary Output Boundary

Requirements Requirements

SIPOC

Page 6: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Measure Tollgate Checklist

Scheduled Team MeetingsIdentify Measures to Collect and Analyze dataCollect Baseline DataControl Charts for Y’sMSAInitial Cpk

RTYUpdate Charter

Types of Measures/Setting TargetsFinancial

Customer

Internal Process

Financial

Customer

Internal Process

Learning & Growth

Data Collection and PrioritizationBilling Errors

Wrong Account

Wrong Amount

A/R ErrorsWrong Account

Wrong Amount

Monday

Billing ErrorsWrong Account

Wrong Amount

A/R ErrorsWrong Account

Wrong Amount

Monday

Measurement Systems Analysis

Statistical Process Control vs. Inspection

Control Charts

Process Capability

Cause & Effect Matrix

1 02 03 04 05 06 07 08 09 0

0 0 0 0 0 0 0 0

Y 6

Y 8

Y 1

Y 2

Y 3

Y 4

Y 5

Total

To

tal

Process Step

Y 7

KPIV

KPOV

Cause & Effect Matrix

1 02 03 04 05 06 07 08 09 0

0 0 0 0 0 0 0 0

Y 6

Y 8

Y 1

Y 2

Y 3

Y 4

Y 5

Total

To

tal

Process Step

Y 7

Cause & Effect Matrix

1 02 03 04 05 06 07 08 09 0

0 0 0 0 0 0 0 0

Y 6

Y 8

Y 1

Y 2

Y 3

Y 4

Y 5

Total

To

tal

Process Step

Y 7

KPIV

KPOV

222gageproductobseerved

A B C D

Defects

A B C D

Defects

Take Sample

Receive Lot

MeetCriteria?

Accept

RejectRework/Waste

Send to Customer

Take Sample

Receive Lot

MeetCriteria?

Accept

RejectRework/Waste

Send to Customer

Understanding Variation

Time

Time

YieldRTY

YieldRTY

Page 7: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Analyze Tollgate Checklist

Detailed Process MapProcess AnalysisCollect Baseline Data on X’sRoot Cause AnalysisControl Charts for X’sAnalyze X’s vs. Y’sFMEA Benchmarking

Benchmarking/Appreciative InquiryPhase 6: International Benchmarking

Phase 5: Strategic Benchmarking

Phase 4: Different Industry Process Benchmarking

Phase 3: Similar Industry Process Benchmarking

Phase 2: Reverse Engineering

Phase 1:Internal Benchmarking4-D

Cycle

Discovery

Dream

Design

Des

tin

y 4-DCycle

Discovery

Dream

Design

Des

tin

y

Process Analysis and Little’s LawEnter Bank

Acceptable Queue?

Deposit ticket ready?

Prepare deposit ticket

Go directly to teller

line

Teller Queue

STAR T

EXIT

no

ye s

ATM

Teller

no

yes

Deposit envelop ready?

Prepare deposit

envelope

Go directly to ATM

line

ATM Queue

no

yes

ye s

y esn o

RateThroughput

WIP AverageTimeLead

Process Analysis and Little’s LawEnter Bank

Acceptable Queue?

Deposit ticket ready?

Prepare deposit ticket

Go directly to teller

line

Teller Queue

STAR T

EXIT

no

ye s

ATM

Teller

no

yes

Deposit envelop ready?

Prepare deposit

envelope

Go directly to ATM

line

ATM Queue

no

yes

ye s

y esn o

RateThroughput

WIP AverageTimeLead

Capacity Planning and Line BalancingStage 1 Stage 2 Stage 3

6,000 7,000 5,000Units per month

Stage 1 Stage 2 Stage 3

6,000 7,000 5,000Units per month

timeCycle * stations of#

s task timeofSum =nUtilizatio

Process/Product Failure Modes and Effects Analysis

Process Step Failure Mode Failure Effects Causes Controls use max SEV Action Resp Timing

May be process step, general activity, functional area, or

other rational grouping

What is the potential failure or undesirable

outcome for this area?

If the failure mode occurs, what will the effect be?

SEV

What is/are the cause/s of the failure?

OCC

What controls are in place to prevent the cause from occuring or to detect that the cause has

occurred?

DET

RPN

What specific actions are required to improve the RPN

number

Who will be accountable for implementing the change

When is completion of the action required or

planned

0 0

0 0

0 0

0 0

0 0

0 0

PSEV

POCC

PDET

PRPN

Failure Mode and Effects Analysis Process/Product Failure Modes and Effects Analysis

Process Step Failure Mode Failure Effects Causes Controls use max SEV Action Resp Timing

May be process step, general activity, functional area, or

other rational grouping

What is the potential failure or undesirable

outcome for this area?

If the failure mode occurs, what will the effect be?

SEV

What is/are the cause/s of the failure?

OCC

What controls are in place to prevent the cause from occuring or to detect that the cause has

occurred?

DET

RPN

What specific actions are required to improve the RPN

number

Who will be accountable for implementing the change

When is completion of the action required or

planned

0 0

0 0

0 0

0 0

0 0

0 0

PSEV

POCC

PDET

PRPN

Failure Mode and Effects Analysis

Other Lean ToolsPrevious Sub-Process or Supplier

Next Sub-Process

A

B

D

emand Customer D

TimeWork AvailableTimeTakt

Other Lean ToolsPrevious Sub-Process or Supplier

Next Sub-Process

A

B

D

emand Customer D

TimeWork AvailableTimeTakt

Statistical Roadmap for Analyze

CONTINOUS DATA DISCRETE DATA

DMAIC

ANALYZE

VALIDATE ROOT CAUSES

HYPOTHESIS TESTS

DMAIC

ANALYZE

VALIDATE ROOT CAUSES

HYPOTHESIS TESTS

1+1=2

Qualitative vs. Quantitative Tools

?? 1+1=2

Qualitative vs. Quantitative Tools

??

Page 8: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Improve Tollgate Checklist

Create Future State/Pilot Solution Optimize SolutionDevelop Implementation PlanImprovement SignificanceObtain Approvals Implement ImprovementsMistake ProofService Recovery

Kaizen Events

Develop and Simulate Future State

Optimize Solutions Mistake-Proof New Process/Risk Management

Service RecoverySupplier

I110 units

RECEIVE PRECUT PRE SPICE

Service

Customer

I92 units

I130 units

FINAL ASSEMBLYI

125 units

Supplier

I110 units

RECEIVERECEIVE PRECUTPRECUT PRE SPICEPRE SPICE

ServiceService

Customer

I92 units

I130 units

FINAL ASSEMBLYFINAL ASSEMBLYI

125 units

Develop Future State Implementation PlanCurrent State Value Stream Map

3 min5 min6 min

Supplier

I110 units

RECEIVERECEIVE PRECUTPRECUT PRE SPICEPRE SPICE

ServiceService

Customer

MondayMonday

I92 units

I130 units

CT = 6 min

FPY=92%

CT=5 min

FPY=90%

CT=3 min

FPY= 94%

FINAL ASSEMBLYFINAL ASSEMBLYI

125 units

CT=5 min

FPY= 95%

138 min 143 min 101 min

Lead Time = 503 min

Process Time = 19 min

5 min

Throughput Time = 522 min

3.6% cy EfficienProcess

036.0522

19

Time Throughput Total

Time ProcessTotal cy EfficienProcess

Future State Value Stream Map

3 min6 min

RECEIVERECEIVE PRE SPICEPRE SPICE

ServiceServiceCustomer

I46 units

I130 units

CT = 6 min

FPY=92%

CT=3 min

FPY= 94%

FINAL ASSEMBLYFINAL ASSEMBLY

CT=5 min

FPY= 95%

121 min 143 min 50 min

110 units

Supplier

I

MondayMonday

Lead Time = 314 min

Process Time = 14 min

5 min Throughput Time = 328 min

4.2% cy EfficienProcess

042.0328

14

Time Throughput Total

Time ProcessTotal cy EfficienProcess

A c t iv i t y

Id e n t i f y S a l e w i t h 8 0 % P r o b a b i l i t y A

Id e n t i f y A v a i la b le T r u c k s B

C o n t r a c t f o r A d d i t io n a l T r u c k s C

C lo s e t h e S a le D

D e v e l o p P r o m o t io n a l M a t e r i a ls E

Im p le m e n t p r o m o t io n F

D e b r i e f L e a n i n g s / W r i t e F in a l R e p o r t G

1 2 3 4 5 6 7 8 9 1 0 1 1 1 2W e e k

A c t iv i t y

Id e n t i f y S a l e w i t h 8 0 % P r o b a b i l i t y A

Id e n t i f y A v a i la b le T r u c k s B

C o n t r a c t f o r A d d i t io n a l T r u c k s C

C lo s e t h e S a le D

D e v e l o p P r o m o t io n a l M a t e r i a ls E

Im p le m e n t p r o m o t io n F

D e b r i e f L e a n i n g s / W r i t e F in a l R e p o r t G

1 2 3 4 5 6 7 8 9 1 0 1 1 1 2W e e k

Describe Defect and Defect rate

Determine Defect Location

Study the Process Flow

Observe the Process

Identify errors and determine cause

Determine prevention method

Test/re-test in extreme conditions

P ro cess Identification

Inc idents

R em edies

C o st o f Inc id en t

M easu rem ent o f Freq uency

C usto m erIdentifica tion

M iss ionS tatem en t

Cost ofPoor Quality

Page 9: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Control Tollgate Checklist

Standardize WorkAssure Change ManagementGuarantee Process CapabilityObtain Management Sign-offImplement ControlsInsure Gains Monitor ProcessAssign Process OwnerImplement a Periodic Review

Change Management

Monitor Process

Response Plan

Financial Benefit

Closure

CURRENT STATE

TRANSITION STATE

FUTURE STATE

CURRENT STATE

TRANSITION STATE

FUTURE STATE

F in a n c ia l B e n e fit

-1 5

-1 0

-5

0

5

1 0

1 5

2 0

2 5

3 0

3 5

1 3 5 7 9 1 1 1 3 1 5 1 7 1 9 2 1 2 3 2 5 2 7 2 9 3 1 3 3 3 5

Th

ou

sa

nd

s

M o n th s

H i g h E sti m a te

L o w E sti m a te

No

Yes

Yes

No

Yes

No

Yes

No

Yes

No

Yes

18Receive TravelRequirements

19QC trip

1Travel Need

10Select Travel

Planner

44Send Email of

Itinerary

20Book Airfare

8Call Travel #

40Problem

Acknowledgedwith Traveler

26Select and

Confirm Hotel

a

Problem w/ Itinerary?

22View Preferred

Hotels

FlightRequired?

2Use On-line

tool

14Lowest Airfare

Selected?

15Enter

ReasonCode

41Problem

resolved within72 hrs?

29Select Hertz or

National

32Submit and

ConfirmItinerary

a

42Client Notified

ProblemResolved

A

b

b

KPOV KPIV LSL Target USL

Measurement Method

Sample SizeWho

Checks Data

ProcessSub

Process Step

VariableSpecification/ Requirement

FrequencyWhere is

DataDecision Rule/

Corrective Action

Process Capability

Standardization

Page 10: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Design for Lean Six Sigma (DFLSS)

A design process for re-engineering opportunities (DMADV) Objective is to design a new process with Six Sigma

quality to start Focus is on “front-loading the pain”

Must be identified by management as major opportunities for savings and/or customer satisfaction

Projects will be longer; team members may need to be back-filled in their jobs for the duration of the project

Page 11: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Design for Lean Six Sigma (Continued)

DFLSS Dimensions: Design for Manufacture and Assembly Design for Reliability Design for Maintainability Design for Serviceability Design for Environmentality Design for Life-Cycle Cost

Benefits Include: Reduced Life-Cycle Cost Improved Quality Increased Efficiency and Productivity

“When organizations are considering making a change, they will consider associated costs, but will not give adequate consideration to the cost of not making the change.”

Source: F. Breyfogle, Implementing Six Sigma, 2003

Page 12: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Tools

QFD, Benchmarking, FMEA, Simulation,

Optimization, Life-Cycle Planning, DOE, Taguchi Loss Functions, and Triz

Page 13: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Taguchi

Taguchi Methods are statistical methods developed largely by GENICHI TAGUCHI to improve quality of manufactured goods.

The philosophy of off-line quality control.

Innovations in the design of experiments.

Page 14: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Taguchi Loss Function

Taguchi defines Quality as “the loss imparted by the product to society from the time the product is shipped.”

LOSS = Cost to operate, Failure to function, maintenance and repair cost, customer satisfaction, poor design.

Product to be produced “being within specification”

Page 15: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Taguchi’s Vs. Traditional Approachs

Taguchi’s Traditional

When a product moves from its Target the loss is there even if the product lies within Limits

There are Good or Bad Products only as per Limits

Page 16: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Taguchi’s Quadratic Quality Loss Function

Quality Loss Occurs when a product’s deviates from target or nominal value.

Deviation Grows, then the Loss increases.Taguchi’s U-shaped loss Function Curve.

Page 17: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Taguchi’s U-shaped loss Function Curve.

UTL

Scrap or Rework Cost.

LTL Nominal

Measuredcharacteristic

Taguchi loss Fn

Loss

Page 18: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Formula to find Taguchi’s Loss Fn

L (x) = k (x-N)² Where L (x) = Loss Function, k = C/d² = Constant of proportionality d - Deviation of specification

from target value x = Quality Features of selected product, N = Nominal Value of the product and (x-N) = Tolerance

Page 19: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Taguchi: Loss Curve

Loss Loss

LSL USL

No Loss

T

Loss (L)

x

Page 20: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Life Cycle Planning

The probability of a new product or service failure is highest in the early stages due to design or production flaws, and decreases and then levels out with usage e.g., initial problems with new cars or homes

However, at some point, the probability of failure increases as parts wear out

Some systems are repairable or replaceable, while others are not.DFLSS planning must

consider these factors

“Bathtub” Curve

Usage (time)

Failure Rate

Page 21: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Simulation

A method for replicating real world relationships using a few factors, simply related

Typically done with the aid of a computerUtilizes historical data or other knowledge to

make assumptions about the likelihood of future events

Allows for the study of variation in processesEnables analysis and learning without

disrupting the real system under investigation by using random numbers to “simulate” events

Not an optimization technique; decision variables are inputs to a simulation

Page 22: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Design of Experiments

DOE is a statistical procedure for conducting a controlled experiment, where the impact of high versus low settings of X’s are determined, including possible interactions

“Blocking” and other aspects of DOE help to reduce the needed number of trials, and remove the effect of noise factors

DOE can also be used to test the prediction quality of a DSS model

Catapult Experiment

This compares to “OFAT” experiments, which take too long and cannot detect interactions!

Page 23: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Optimization

Objective is to find the settings for the “vital few” controllable inputs (X’s) to optimize desired results (Y’s)

Note that optimization of parts of systems can lead to sub-optimization of the whole system (e.g., Sales over-committing Operations to customers, reduced quality due to purchasing cheaper items)

Simple spreadsheet tools (such as Solver in Excel) can be used to determine the best levels of input factors to optimize a system (maximize profit, minimize costs, etc.)

Response Surface Methodology (RSM) is a sequential statistical procedure (supported by

Minitab) that combines optimization techniques and DOE

Page 24: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

DFLSS Tools: Theory of Inventive Problem Solving (TRIZ)

A combination of methods, tools, and a way of thinking developed in the Soviet Union in the 1940s

Used for concept generation and problem-solving Assumes that all inventions contain at least one

contradiction e.g., faster auto acceleration reduces fuel efficiency,

productivity vs. accuracy, etc. Success depends on resolution of contradiction Involves trade-off between contradictory factors,

or overcoming the contradiction Despite the immensity of problems, only 1250 typical

system contradictions in 39 design parameters have been found to date

Many Triz tools have been developed to deal with these contradictions Source: Design for Six Sigma, Yang and El-Haik,

2003

Page 25: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Lean and Single Supplier Strategy

Time saved dealing with many suppliers Larger batch sizes possible (more stable process) Fewer changeovers; less idle time Captive assembly lines possible; easy to schedule

priorities Supplier can demand higher quality from its

suppliers due to larger quantities More time for corrective action Reduction in price due to quantity given to single

supplier Reduction in incoming quality rejections Reduction in variability

Advantages

Page 26: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Lean and Single Supplier Strategy

Easier to share responsibilities for quality; more commitment; better communications

Greater moral responsibility for quality from supplier More volume available if industry shortages of materials Simpler and faster training Improved document and sample control (less specs, more up-

to-date) Minimized identification issues when field failures One stop corrective actions Reduced cost of quality (less travel, telephone costs,

executive time) More time to communicate with customers Priority access to supplier’s R&D breakthroughs

Page 27: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Lean and Single Supplier Strategy

Fewer brainstorming opportunities and competitive benchmarking opportunities (but can offset with industry research, benchmarking, FMEA analysis, leveraging best ideas of single supplier, etc.)

Dependence on one supplier to get it right (but can use SPC for early warnings of process deviations)

Emergency breakdown at single supplier facility (can be offset with contingency planning, dormant supplier preparedness, and long-term ordering)

Potential loss of diversity of suppliers  

Disadvantages

Page 28: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Other Lean Considerations

Many organizational decisions negatively impact continuous flow

Lean continuous flow is not always appropriate Innovative products Need responsiveness and flexibility

Multiple supplier relationships cannot support Lean Single supplier strategy is needed, even for critical resources Need to partner with a supplier to achieve your Lean goals!

Lean is a prerequisite to outsourcing

Ord

er

Qu

an

tit y

TimeWholesaler’s OrdersRetail Orders

Manufacturer’s Orders

Bullwhip Effect

Page 29: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

LSS Implementation Issues

Change Management Resistance to change Lack of appropriate data Threat of job security Rewards and recognition Training

LSS LengthLSS Buy-in

Leadership Individuals and teams

Measurement of LSS SuccessLSS buy-in: the LSS steering team vs. the management team

Page 30: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

LSS Training Roll-Down

Start with Executive Management/Champions Orientation to Lean Six Sigma

DMAIC methodology Key tools Management responsibilities

Complete initial LSS plan after this training Initiate 1-2 LSS projects to begin to “walk the talk”

Develop/Purchase Training Materials MBB/BB Training and Learning

Develop the infrastructure for LSS training Middle Management/Process Owners Green Belts/Other Belts Remaining Organization Orientation

Page 31: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Strategic LSS Roadmap

Measure

Control

Analyze

Improve

Define

Strategic PlanSystems Alignment Benchmarking

Business Objectives

Financials

Internal Process

Learning/Innovation

UCL

LCL

Gap

Customer

Create VisionIdentify VOCEstablish Metrics

Business Leadership

Business Measures

Select ProjectsManage Tollgates

Company Balanced Scorecard

LCL

UCL

Process Measures

Y'sX's

Pro

cess D

ash

board

Process Flow

VSMSupplier

ServiceServiceCustomer

6 Lean

Gap

Gap

Page 32: LEAN SIX SIGMA TAGUCHI METHODS Manufacturing Planning Process.

Baldrige Award Criteria Framework

A Systems Framework for Performance Excellence

Leadership

StrategicPlanning

Customer andMarket Focus

ProcessManagement

Human ResourceDevelopment

& Management

BusinessResults

Measurement, Analysis, and Knowledge Management

Organizational Profile: Environment, Relationships, and Challenges