Lean Six Sigma

Leanprove supports companies with training and consulting activities in the Lean and Lean Six Sigma areas, which can create a new culture and provide companies with immediate financial benefits.

Il metodo Lean Six Sigma in Italia

The Lean Six Sigma combines the Lean production philosophy and the Six Sigma quality management program. The Lean Six Sigma methodology is successfully applied in both manufacturing and service companies and aims to eliminate defects and waste by exerting a process control in order to obtain only 3.4 defective parts per million, thus limiting process variability. Motorola invented the Six Sigma quality improvement process in 1986; since then, Six Sigma has provided a common language for measuring quality around the world and has become a global standard.

The methodology, conceived as a tool to support the improvement of production processes, was transformed by General Electric in the mid-1990s into a total quality program and subsequently became the managerial model with which to manage the entire business.

Leanprove developed the first Six Sigma project in Italy with General Electric in 1996.

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“The synergy of two models, one American (Six Sigma) and one Japanese (Lean approach), allows on the one hand to do, in a broad sense, fund raising for self-support (each project “certifies” the economic benefits achieved) and on the other to create more efficiency through a careful and strict discipline of waste hunting. On the other hand, the meticulous control of the accounts is a priority. It is very useful to follow these approaches in team, not to entrust them only to the so-called “experts”. On the contrary, it is a serious mistake to relegate this issue only to experts. The Lean Six Sigma is a model that is also and above all capable of “engaging” (in the Anglo-Saxon sense of the term) people, making them work together, making them work better and with greater gratification.”

Prof. Gabriele Arcidiacono Chairman of the International Scientific Committee of Leanprove

The strengths of Lean Six Sigma

“Why is 99.9% quality not enough?”

If we accepted a quality of 99.9% we would be with:

 

  • 5,000 wrong surgeries per week
  • Non-drinking water for almost 15 minutes per day
  • 2 wrong landings every day at major airports
  • 200,000 wrong medical prescriptions per year
  • Power blackouts for almost 7 hours per month
The methodology allows to increase the quality because:

 

  • It provides standard tools to improve business processes
  • Makes processes transparent and manageable
  • Allows you to make decisions based on objective facts
  • Provides a program for profitable growth
  • Align organizational and process objectives
  • Helps to focus on the customer

Harry, M. (1987), The Nature of Six Sigma Quality, Motorola University Press