Best data collection strategies

A statement often heard from deployment leaders of Lean Six Sigma (LSS) and Design for Six Sigma (DFSS) goes something like this: “our people don’t need to know Design of Experiments (DOE) because almost everyone here is involved in transactional processes.”

That is an unfortunate perspective, because such knowledge deprivation will be a limiting factor in the overall success a LSS or DFSS rollout will ultimately have. Such a statement also reflects on the knowledge that a deployment leader has about DOE. Almost any LSS or DFSS leader or champion will support the fact that data collection is an integral part of all LSS and DFSS initiatives and that data collection can be expensive.

Then why would we not want the best data collection methods available for our people to use? DOE is a data collection strategy. In fact, it is one of the best data collection strategies available anywhere, because it provides more information per data point collected than almost any other method. It also allows the practitioner to evaluate the effects of factors independently. I am not sure that even established practitioners of DOE truly understand the power of being able to evaluate the effects of factors and their interactions independently from one another.
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Originally developed and introduced into every day manufacturing working practices

Originally developed and introduced into every day manufacturing working practices by the American giant Motorola in 1986, Lean Sigma or Six Sigma has quickly established as one of the leading efficiency improvement training courses for many types of business. From SME’s to massive public sector areas, Six Sigma training can be of benefit to any organisation looking to improve effectiveness in the workplace.

Any manufacturing company knows how costly mistakes can be, with one defect or tiny error leading to a possible loss of literally millions of pounds through recalled products or wastage that has to be disposed of.By using the lean sigma process you begin to build a statistical manufacturing process, which allows you to identify just how many errors are being made when it comes to defective products or items that do not pass the normally stringent quality assurance controls of any decent manufacturing company.

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Lean and Six Sigma are complementary in nature

In helping organizations throughout the world apply the Six Sigma methodology, Air Academy Associates has seen the need to show the Lean and Six Sigma approaches as a dynamic, synergistic force, rather than as what often is perceived as two competing initiatives.
These two leading business process improvement strategies bring a host of valuable tools to the workplace, which, if used properly with leadership support and commitment, can make a huge difference in the way companies work.

Lean and Six Sigma are complementary in nature and, if performed properly, represent a long-term business initiative that can produce unprecedented results. While Lean focuses on eliminating non-value added steps and activities in a process, Six Sigma focuses on reducing variation from the remaining value-added steps.

Lean makes sure we are working on the right activities, and Six Sigma makes sure we are doing the right things right the very first time we do them. Lean defines and establishes the value flow as pulled by the customer, and Six Sigma makes the value flow smoothly without interruption
Project engineers, FMCG food, drinks and electronics.

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