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Q 307. Water Spider (or Mizusumashi) is one of the keys to successful Lean manufacturing. What is it and how does it help in building successful lean factories? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per
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I would like to know the difference between lean Zen, Lean Sensei and Lean Samurai? What separates them from each other and their relevance?
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Job Summary: As a Senior Process Excellence Analyst, you will be a significant contributor to our process excellence team, helping Business Processes by Performing analysis of current controls identify gaps and suggest enhancements to address deficiencies and Provide technical expertise, training, facilitation and tools to promote continuous improvement efforts across Corporate and Operations as well as with customers and industry partners. Roles & Responsibilities: Capture objectives based on business unit needs to be combined with a thorough understanding of enterprise b -
Q. 151 Explain the key features of a Chaku Chaku production line as per Lean Management Systems. Are there any specific situations where using a Chaku Chaku system is better than using a fully automated line? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest quest
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Q. 141 While Lean is about continuous improvement in processes, some of the Lean Tools are such that they have a significant scope of “Continuous Improvement” in terms of how they are used. Provide examples of few such Lean tools which encourage very good scope of almost unending customization and enhancement in themselves. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questi -
Q. 128 A consensus driven guess or SWAG is a part of Lean Terminology. Knowing fully well that we are taking a risk of wrong decision, are SWAGs unavoidable? Give example(s) to support your response. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till th
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Nominal Conditions
Vishwadeep Khatri posted a question in We ask and you answer! The best answer wins.
Q. 126 While implementing Lean, abnormalities need to be highlighted. If "Nominal conditions" are not finalized for a process, it is virtually impossible to highlight what should be considered abnormal. Explain what goes into defining "Nominal conditions" and what are common challenges in finalizing them. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit th -
CLOSED MITT vs 7 Wastes
Vishwadeep Khatri posted a question in We ask and you answer! The best answer wins.
Q. 123 The wastes that are categorised in seven categories in Toyota and remembered as WORMPIT or TIMWOOD widely, were categorised as ten types called CLOSED MITT at Boeing. Compare and contract CLOSED MITT with the classical seven wastes. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to res -
Q. 121 It is noticed that data collected for problem solving during Gemba walks is not always reliable. A useful approach for evaluating data is the "KNOT technique". Explain the utility of KNOT technique with a suitable example. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to th
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Bells and Whistles
Vishwadeep Khatri posted a question in We ask and you answer! The best answer wins.
Q. 118 "Bells and Whistles" in a product or service are likely to be considered Non Value adding in the "Lean" language. However, they seem to be desirable in certain occasions. Explain with examples, if such features in products and services should be a part of solution in a Lean Six Sigma project. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please vi -
Q. 110 Gemba Walk was developed at Toyota while Management By Walking Around (MBWA) traces its origin to HP. Two world class companies using two methodologies where managers walk the shopfloor. Is it just a case of having different names or are the two fundamentally different? Elaborate with suitable examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please
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Q. 108 Changeover is a constant across all domains and industries. The time spent in changeover from one product to another or from one service to another is a loss of productive time. Single Minute Exchange of Die (SMED) is a powerful Lean tool that helps in reducing the time loss during changeovers. Highlight the key steps involved in SMED using relevant examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six
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Q. 97 Lean and Six Sigma are two different approaches for process excellence, where Lean focuses on efficiency and Six Sigma focuses on effectiveness. In the more recent times, Lean and Six Sigma have been combined to form Lean Six Sigma. What are some of the advantages and disadvantages of combining the two approaches? Highlight with relevant examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-busines
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Pacemaker Process
Vishwadeep Khatri posted a question in We ask and you answer! The best answer wins.
Q14. What is a pacemaker process? Explain the importance and relevance of selecting an activity as pacemaker process in a value stream. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. -
Q6. There is enough information on how and why 5S is effective in manufacturing. While everyone may agree that 5S makes sense in workplace organization even in services, the question is - Does 5S actually save enough money when implemented outside manufacturing? If yes, how? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https:/
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Kaizen Kaikaku Kakushin
Vishwadeep Khatri posted a question in We ask and you answer! The best answer wins.
Q4 - Explain the meaning of Kaizen, Kaikaku and Kakushin (The three approaches used in Lean Implementation). How are the three different from each other? How do they complement each other? What would a company lose if one of these as a concept was not utilised? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsig -
Q1 - How would you define, compare and contrast the following terms - Personal Excellence, Process Excellence, Operational Excellence and Business Excellence? (In your answer to this question, please explore these in detail and you may like to cover the following and more - You may like to explain how these are related. You may like to mention if it is possible to achieve one in absence of another? What should an Organisation actually pursue? What kind of approaches, techniques do you think are naturally likely to be included in these terms, etc.) You may like to carry
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How do you think Pareto Analysis is misused? Please remember your answer should not exceed three sentences.
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The quiz is suitable for those who have just got exposed to Six Sigma.
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Hi everyone, I have noticed in the corporate world that Detection rating in FMEA has multiple interpretations. Let us explore this. When you assess detection rating, what is the question you ask? A. What is the probability of the failure being detected and corrected before impacting the customer OR B. What is the probability of failure being detected (irrespective of timely correction) before customer is impacted? OR C. What is the probability of failure being detected or prevented (through detection of ca
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Came across an article about how FMCG giants use Lean and Six Sigma techniques to improve their process efficiency.. Having low "time to market" is a leadership strategy.. this is achieved through Lean Six Sigma initiatives. -
Lean Expert Certification Course Outline: Prepare to lead change Key elements in Change Management Define process measures and scope OEE, Takt time, Little's law SIPOC and scope document Document existing business processes Mid-level maps (Swimlane) Detailed Process Map BPMN 2.0 VSM using IGRAFX Analyze value stream and eliminate waste Using Pitch and Runner Workload / Resource Balancing Continuous flow Set up time and SMED Pull System and Kanban Heijunka Box Discrete event simulati
