The Goal of Lean Sigma

<h1>The Goal of Lean Sigma</h1>Author: <a title="Tom Smith" href="http://www.articlesbase.com/authors/tom-smith/77004.htm">Tom Smith</a> Since Lean Six Sigma starts with customers, its goal is clear—to eliminate anything that doesn’t meet their needs. In Lean Six Sigma terms, things that don’t meet customer needs are called defects. So if you promise a 3-day turnaround time and it takes you 3.5 days, that’s a defect. If you’re entering a purchase order and enter the wrong product code, that’s a defect. If you’re producing lamps and the wiring is frayed, that’s a defect.
One of the challenges you’ll face as you begin to use Lean Six Sigma is defining and measuring defects. For example, suppose you find out your customers want courteous service. How would you determine whether or not they got it? The thing to keep in mind is what aspects of your product or service are most important to your customers. Then find ways to determine whether or not you’ve met those needs. If you don’t, your process is probably producing defects.
What’s also important in Lean Six Sigma is checking on the consistency in your products, services, and processes. How likely is it that customers will consistently get something they’re happy with? If you deliver what they want one day, but not the next day, they may take their business elsewhere.
One of the critic steps for the process is :defining “customers”
 
Six Sigma takes a broad view of what a “customer” is. It includes the people outside your company who purchase your services and products AND the people inside your company who use the output of your work.
Even if you have little contact with external customers—people outside your company—keep in mind that they are the ultimately judges of your company’s products or services. They’re the ones who determine whether your company will be profitable.
So even if you’re assigned to improve processes just in your own work area, ask the question “Would doing this just be nice for us, or would it ultimately help our paying customers?”
 About the Author: Tom Smith is executive manager of <a href="http://www.6sixsigma.com">6sixsigma Community</a>Article Source: <a href="http://www.articlesbase.com/">ArticlesBase.com</a> - <a href="http://www.articlesbase.com/strategic-planning-articles/the-goal-of-lean-sigma-535522.html" title="The Goal of Lean Sigma">The Goal of Lean Sigma</a>

Since Lean Six Sigma starts with customers, its goal is clear—to eliminate anything that doesn’t meet their needs. In Lean Six Sigma terms, things that don’t meet customer needs are called defects. So if you promise a 3-day turnaround time and it takes you 3.5 days, that’s a defect. If you’re entering a purchase order and enter the wrong product code, that’s a defect. If you’re producing lamps and the wiring is frayed, that’s a defect.

One of the challenges you’ll face as you begin to use Lean Six Sigma is defining and measuring defects. For example, suppose you find out your customers want courteous service. How would you determine whether or not they got it? The thing to keep in mind is what aspects of your product or service are most important to your customers. Then find ways to determine whether or not you’ve met those needs. If you don’t, your process is probably producing defects.

What’s also important in Lean Six Sigma is checking on the consistency in your products, services, and processes. How likely is it that customers will consistently get something they’re happy with? If you deliver what they want one day, but not the next day, they may take their business elsewhere.

One of the critic steps for the process is :defining “customers”

Six Sigma takes a broad view of what a “customer” is. It includes the people outside your company who purchase your services and products AND the people inside your company who use the output of your work.

Even if you have little contact with external customers—people outside your company—keep in mind that they are the ultimately judges of your company’s products or services. They’re the ones who determine whether your company will be profitable.

So even if you’re assigned to improve processes just in your own work area, ask the question “Would doing this just be nice for us, or would it ultimately help our paying customers?”

Tom Smith is executive manager of 6sixsigma Community

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