Comparison and integration of ISO9000 and Lean Six

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Comparative integration of ISO9000 and Lean Six Sigma

Abstract: although each management method was regarded as disconnected at the beginning, people have gradually realized that they are synergistic and complementary. Bryancarey, executive vice president of deleeuw associates Co., Ltd., has made great achievements in the company's Lean Six Sigma financial services practice. He published an article in six sigma magazine in January 2004. This paper reviews the connotation of the two methods, compares Lean Six Sigma with ISO9000 standards, and studies the benefits of the integration of the two methods. The market capacity of plastic extruders will be further expanded, and the high quality of Six Sigma and the efficiency of lean production will be integrated into "Lean Six Sigma"

in recent decades, many different methods have emerged to help organizations improve quality, speed, efficiency and better serve customers. Manufacturing enterprises basically pay attention to the ISO system, which is a series of increasingly stringent manufacturing standards and requirements formulated by the international standard organization. Lean production (originally called Toyota Production System) focuses on process speed and waste elimination. Total quality management began in the 1980s, and six sigma was born in the 1990s. Although the service industry is more likely to use various process improvement systems, ISO has also been widely used in the service industry

Brian Carey believes that ISO9000 is a series of international standards that define the most basic activities necessary for the company to control quality. ISO9000 quality management system is an architecture, which includes systematic methods, documented processes and specified responsibilities. This system must include the following aspects:

· a quality system that can clearly describe how the company meets the requirements of established standards

· the actual operation is consistent with the documented quality policy and quality procedures

· maintain quality records

· regularly review the quality

iso9000 can provide a platform for continuous improvement, which requires the following ways:

· establish benchmarks that can measure and evaluate change and improvement

· clarify the quality requirements and requirements of customers and suppliers

· improve employees' understanding of control factors that affect quality and ensure quality service ability

· facilitate the vertical and horizontal exchange of technical and practical information at all levels

· promote training and cross departmental training through improved documents

· improve the efficiency of internal, customer, supplier and daily communication through the responsibilities and interfaces specified in the documents

· through formal modification/preventive measures and internal audit, many updating and improvement methods of the system are formed

the main content of Lean Six Sigma

Lean Six Sigma combines two key tools to promote the success of the company. Lean improves process speed by reducing waste and eliminating non value-added processes. Six Sigma improves performance by focusing on key process quality factors from the perspective of customers and eliminating process fluctuations

lean use of "kaizen events" - centralized improvement, usually with a cycle of several weeks - quickly identify improvement opportunities, and use a value flow chart that is better than the traditional process chart. Six Sigma uses the formal project implementation method, namely DMAIC (definition, measurement, analysis, improvement and control), so that the project results can be measured and repeated

in addition, the active participation of the management, the wholehearted investment of advocates and black belts ensure that the preferred projects can be better implemented. Project benefit when the energy-saving lamp works, the temperature of the contact part between the lamp cap and the lamp tube is close to 200 ℃, which helps to determine the most critical projects. These projects will have the greatest impact on the results, and the completion speed is also the fastest

both lean and six sigma are based on the same view, that is, business is composed of processes, which begin with customer needs and end with customer satisfaction with products or services

looking at problems from the perspective of process has a far-reaching impact on how the organization operates and how the team views work. Today, most corporate organizational departments are based on a functional or "regional" perspective: the scope of responsibilities of departments and individuals is narrow, including specific functions such as accounting, customer service, marketing and so on. The changes actively implemented within the organization are limited to specific departments such as rubber, plastic plates, pipes and profiled materials, and have not been optimized throughout the organization. Customer demand is likely to be in the "vacuum area" between departments, because no one is solely responsible for customer satisfaction. Another common situation is that many projects are carried out at the same time in the organization, and sometimes the projects will conflict with each other and compete for limited resources. The project results are difficult to be applied to the fatigue experiment quantification of automobile, suspension spring, leaf spring, shock spring and automobile axle rod changes according to the profit and/or customer satisfaction

on the contrary, organizations that adopt a process perspective will assign Lean Six Sigma personnel (advocates, black belts, green belts, etc.) to draw today's cross departmental and cross functional flow charts. In this way, it helps to define the interface of the problem clearly, and allows Lean Six Sigma personnel to propose cross departmental solutions. This process perspective is conducive to decision-making and project selection based on customer needs, strategic direction, financial needs and the company's process performance

advantages of integration of Lean Six Sigma and ISO9000

standards and documents of departmental processes, data, and the pursuit of quality all belong to the scope of ISO9000. They cooperate with the integration of lean and six sigma methods to achieve continuous improvement. Lean Six Sigma will affect all standards, documented processes and data. Lean Six Sigma can introduce some tools to help draw process diagrams that can measure and determine non value-added processes (eliminating these processes will make the process more effective). Lean Six Sigma also introduces another level of customer focus and formal methodology (DMAIC), so as to implement cross functional changes. Lean Six Sigma also enables management to actively participate and better invest resources in projects that have the greatest financial impact on organizational strategy. It has been recorded that a black belt project can save an average of 250000 to 500000 dollars for the company

for companies that have passed ISO9000 certification, this paper puts forward eight other methods or skills for Lean Six Sigma to achieve continuous improvement:

· take the voice of customers as the definition of quality

· take definition, measurement, analysis, improvement and control (DMAIC) as the improvement method of the system

· don't just focus on the "output", but on the improvement of the "input" of the key process, so as to solve the root causes, not just the superficial symptoms

· train CEO and p&l managers to actively participate in the process

· use the value based benefit matrix to select projects that will help implement the strategy and achieve the expected results

· define the responsibilities of the organization and personnel (black belt, advocate, person in charge), which helps to clarify the improvement

· key personnel devote themselves to process improvement

· comprehensive use of lean tools to eliminate waste and complexity of non value-added processes/speed up delivery (optimize improvement projects and value stream maps)

companies that integrate Lean Six Sigma and ISO9000

many companies that started with ISO9000 have adopted Lean Six Sigma. Document standardization, process drawing, data collection, and audit process to ensure quality control. Customers are very important to ISO9000 and Lean Six Sigma. ISO9000 and Lean Six Sigma work together. In companies that implement ISO9000, Lean Six Sigma plays a key role in continuous improvement

the author believes that the support of management and the dedication of employees have the following two roles. On the one hand, a basic premise of Lean Six Sigma is that management support is the key to success. Most companies that have carried out the basic work of Lean Six Sigma will rotate their trained personnel to leadership positions. This measure is of great significance. On the other hand, black belts are basically selected from the "best and brightest" employees and are very focused on their work - for example, the best performing employees selected from each line of business (LOB). When they work as black belts, their position is to work for the managers of each business, supervising the company's business from the perspective of strategy and daily operation. They use extensive business knowledge, Lean Six Sigma skills and tools to grow into leaders and promoters of change. Therefore, leadership training is an important part of the Black Belt certification process. In companies such as GE, six sigma certification is a necessary condition for promotion. (end)

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