How To Compare Six Sigma, Lean

and the Theory of Constraints

• IMPROVEMENT PROGRAMS:
• Six Sigm
• Theory
• Aplication guidelines
• Focus
• Lean thinking
• Theory
• Aplication guidelines
• Focus
• Theory of constraints
• Theory
• Aplication guidelines
• Focus
• Similarities and differences between the improvement programs.
• Obstacles to the improvement methodologies
 Six Sigm
Six Sigma claims By using a set of statistical
tools to understand the
that focusing on
fluctuation of a process,
reducing management can begin to
Variation will predict the expected result
solve business of that process. If he
and process the result is not
satisfactory, the associated
problems.
tools may be
used to better understand
the elements that
influence this process..
Through a rigid and
structured investigation.
methodology, the elements
of the process are more
fully understood. The
assumption is the result.
the whole process will be
improved by reducing
The variation of multiple
elements.
Six Sigma includes five
steps: define, measure,
analyze, improve and
control
 Lean thinking
• Lean thinking is • Lean thinking is • One common • There are five essential
sometimes called sometimes called measure is touch steps in lean:
lean lean • 1. Identify which
manufacturing,
time—the amount
manufacturing, features create value.
the Toyota the Toyota • of time the • 2. Identify the
production system production system product is actually sequence of activities
or other names. or other names. being worked on, called the value
• Lean focuses on • Lean focuses on or stream.
the removal of the removal of • 3. Make the activities
waste, which is waste, which is
• touched, by the flow.
• defined as worker. • 4. Let the customer
• defined as
anything not anything not
Frequently, lean’s pull product or service
necessary to necessary to focus is through the process.
produce the • 5. Perfect the process
produce the • manifested in an
• product or • product or emphasis on flow.
service.
service.