The Sixth Sigma

Every process should be optimized for Six Sigma performance and automated.  Not always.  Adapting the customer experience to fit the situation requires a navigator role with the knowledge to marshal the enterprise capabilities for the benefit of the client.  …

…   “That is, case managers are the hub of activity. The company’s systems and processes are the spokes.”   …

via Info World: Business IT enablers.

Daimler AG recognizes its division Freightliner Custom Chassis Corporation for its global leadership in creating the human infrastructure necessary for lean manufacturing process success.  FCCC has achieved significant improvement in key performance indicators (KPIs) that measure product quality, labor efficiency, environmental impact and lead time.  Daimler Trucks deploys lean through its Truck Operating System across all of its plants.  …

…   “FCCC won the award for great strides made during the past two years against key performance indicators (KPIs) in areas such as product quality, labor efficiency, environmental impact and lead time. Each of those accomplishments is central to the Truck Operating System employed by Daimler Trucks within all of its plants.  FCCC achieved that progress despite facing a challenging industry environment shaped by changes in heavy-duty emissions regulations.

Bob Harbin, FCCC president: The global recognition of FCCC’s lean manufacturing processes and our team’s efforts reflects our commitment to improvement, and our desire to serve our customers more efficiently and effectively …  And by utilizing what we learned in competing for the award with Daimler plants around the globe, we’re sharpening our lean manufacturing skills even further, ultimately improving the high-quality, durable and reliable products our customers expect.”   …

Freightliner.

Daimler implements its production methods at partners, such as Kamaz:  In addition, the two companies have also reached agreement regarding the gradual introduction of Daimler Trucks’ Truck Operating System (TOS) at Kamaz. This management system, which was introduced in all Daimler Trucks plants worldwide as part of the Global Excellence program, aims to create an extraordinarily lean plant organization. The Kamaz employees will be instructed in TOS at the training factory in Mannheim so that they can then integrate the process into the Kamaz production system.

Daimler Operating System servers the company well during challenging parts of the business cycle: Renschler pointed out that the Truck Operating System (TOS) offers a good example of a preventive package of measures that will lead to sustained success. TOS represents the lean management approach Daimler Trucks is taking in order to permanently make the division leaner, faster, and more adaptive. TOS is ushering in a cultural transformation that affects all processes and management levels. TOS standards were utilized for the complete design and construction of the new Daimler Trucks North America plant in Saltillo, Mexico, which opened at the end of February 2009, and now produces Freightliner’s Cascadia flagship truck. The facility’s compact layout, low component stockpiles, reduced waste, great flexibility, and minimal downtime and maximum cycle time make it a production benchmark.

Cisco acquisition ends in demise of Flip products as the company proves too slow to develop the product further and adapt it to market dynamics.  …

…   “evidence shows Cisco was trying to ship a Wi-Fi–enabled Flip, but it moved too slowly.”   …

Via Wired: Flip flops.

Google makes some leadership adjustments and work to better understand its portfolio of enterprise projects.  With project visibility comes better prioritization and selection.  The company is also adapting its incentives to emphasize strategies critical to business success.  …

…   “asked for descriptions of hundreds of projects currently underway at the 24,000-person company in order to consider shutting some down … “   …

via Wall Street Journal: Google Management Shuffle.

Indian leaders share their perspectives on the opportunities facing their industries and the role that transformation and change can play in their success.  Innovation, adaptability, and quality are seen as paths of efficiency as the country scales its business capabilities.  …

…   “For Ms Swarupa Sanyal, Sr Vice-President, Genpact Ltd, it was change management that was a critical part of the whole Six Sigma process.

Yet another critical part of the whole value chain is sustainable innovation; most efforts fail to take off after the first stage due to incorrect project selection, poor reviewing mechanisms and inadequate corporate communication.

Citing the case of Genpact, she said that Six Sigma had been made an integral part of company’s work policy, with regular updates and reviews being conducted for all employees.

More importantly, knowledge of Six Sigma procedures and policies was an essential component of every project team, she added.”   …

via CII.

Genpact Lean Six Sigma program is discussed:

New to some, kaizen continuous improvement evolves over an enterprise’s journey and is adapted to the market conditions of the business cycle.  …

…   “Continuous improvement implies continuous learning and sharing with others.”   …

via Manufacturing Business Tech: New To You.

An adaptive strategy to the application of lean tools is required for successful implementations.  Tools and methods may be adjusted to market dynamics, enterprise capabilities, workplace culture, and the status of the lean journey, to name a few.  …

…   ‘Sometimes organizations struggle or fail at lean because they think lean tools should behave in much the same way as their best tools and systems do … “   …

via Gemba Panta Rei: Lean Manufacturing Tools.

Analytics enable management to draw conclusions from data, helping to sense and adapt the business to market conditions.  …

…   “Total quality management and six-sigma programs trained a generation of production managers to value rigorous application of data. “   …

via Smart Data: Analytics get numbers to tell stories.

Rockwell Automation’s CEO, Keith Nosbusch, sees the future of manufacturing and it is smart.  Smart manufacturing leads to optimization of the production assets, keeps the factory floor informed, connects the shop floor to the enterprise and its value chain, and adapts to shifts in the market dynamically.  …

…   “With smart manufacturing, an entire plant can be optimized.

Real-time information flows from machine to machine and across production lines.

Plant-floor data is networked into enterprise business systems and connected with suppliers or linked to customers.

Flexible, reconfigurable and scalable manufacturing equipment can respond to fast changing consumer preferences. “   …

Via Rockwell Automation: Strategy for Competitiveness by Rockwell CEO.

Industry Week on the push for federal funding to create the smart manufacturing vision.

Smart, Safe, Sustainable Manufacturing: A New U.S. Industrial Strategy for Competitiveness (PDF).

Nypro adapts to the cost requirements of the healthcare market with Lean Six Sigma deployment to drive efficiencies in its processes.  …

…   “Nypro is looking at enhancements to both the assembly side and the automation side to drive out costs and increase output.  That includes lean and six sigma initiatives both internally and with its customers. “   …

via Plastic News: Nypro serves medical market.

HP makes progress in its manufacturing efficiency program in the Printing business, but there is more to be done.  …

…   “Mr. Joshi has also pushed to lower the printing division’s manufacturing costs.  I think this group has made material progress,  Mr. Hurd said.  At the same time, it also has the opportunity to be more efficient. “   …

via New York Times: Hewlett-Packard.

HP lean and agile business: HP Agility Index is a qualitative survey that assesses business agility, which the company developed in collaboration with INSEAD School of Business. HP Agility Quick Scan uses quantitative research to measure companies’ ability to make changes specific to the manufacturing industry and provides real-world results based upon the agility dimensions of time, range and ease. Understanding agility helps create Adaptive Enterprise environments, where IT and business are synchronized to capitalize on change.

With tightly-integrated lean supply and value chains, contingency plans need to be in-place to deal with the impact of external events.  Scenario planning that results in executable business continuity plans are helpful in order to adapt when the real scenario occurs.  …

NASA Iceland Volcano

…   “Unfortunately, as economies contract or competition increases, lean manufacturing becomes the name of the game, either through Just-in-Time inventory management or through moving to single suppliers in order to generate economies of scale. “   …

via Lloyds: Volcanic cloud.

Manufacturer of privacy glass uses lean techniques to adapt to spikes in order volume. …

… “We employ lean manufacturing principles which allow us to quickly react to large order volumes. All of our SmartGlass panels are bespoke and made to order which is an advantage and a disadvantage. ” …

Via GLASS ON WEB: Switchable privacy glass

Branson’s Virgin America develops talent that can adapt and respond to abnormal situations. … “Employees must also develop their own creative strategies for dealing with customers, especially during flight delays and other situations beyond their control.” http://bit.ly/bIPnnA

In this blistering tough economy, lean-trained workers adjust to business conditions by shifting from waning companies and industries to more adaptive enterprises that value their lean mindset. …

… “about 15 former Eagle Industries employees were trained in lean manufacturing techniques and subsequently hired by New Bedford Tactical Gear through a recent partnership with WIB. ” …

Via New England Business Bulletin: WIB