Lean || Six Sigma at SGS

Challenge in Present for every Company

Every Business/organization of any nature need to make price reductions, create better quality, and deliver with shorter lead-times. So, coherently, you need a proven method for achieving this throughout your Business/organization on a rapid, systemic and continuous basis. Lean, Six Sigma & Lean Six Sigma can result in the kinds of changes you’re looking for.

Value Proposition

Lean/Six Sigma (LSS) deployment is a companywide strategy to achieve breakthroughs in areas such as Quality improvement, productivity improvement, PPM/DPM reduction, lead time and cycle time reduction. Systematically implemented, Lean improvement methodology improves on-time delivery while freeing up capital and reducing the cost of poor process flow (COPF) by 75% to 90%. The Six Sigma quality improvement enhances customer satisfaction while reducing the COPQ from 20% of total sales revenue to 10% or less. Other competitive advantages include delivering products in 50% to 90% less time and reducing manufacturing and overhead costs by 20%.

SGS’s Attitude

SGS is the one with project-based approach to integrated Lean/Six Sigma. Companies disillusioned with the traditional (and sometimes costly) training based approaches now focus on the development and implementation of systemic, project-based approaches to achieving sustained, state-of-the art Business/operations/process excellence. This method has two major advantages: investment in training is captured when the project is completed, and the participants learn how to successfully manage a project while linking events and activities. This results in substantial saving while people are still in training.

Endorsing Consulting

SGS approach begins with an engagement that includes an on-site assessment and data gathering followed by a planning workshop with your management team. The intent would be to have those responsible for leading and managing the continuous improvement projects become Green/Black Belt candidates working in project teams. Each team would be comprised of a Champion (the Process/Product Owner). The Black Belt training is intended to work on real projects achieving real results.

The participants will produce project logs and project plans for achieving improvements. They will create product, process and project scorecards to link each improvement project to bottom-line results. When this is completed, the top management team will have a roll-out plan identifying the critical improvement projects specific to each process, and an estimated cost savings of future state goals for each process.

Lean/Six Sigma Implementation

Whether the focus is on Lean, Six Sigma, or Lean/Six Sigma, an implementation project typically takes between six and twelve months. The actual time will depend on many factors, but the project-based workshops approach will allow your team to immediately apply learnings so you can achieve savings effectively and within time. This approach provides the real value, cost savings and profitability. At the conclusion of the engagement, the team will learn how to successfully link all activities and events together while being able to replicate and sustain future projects.

Establishing Expectations and Sustaining Successful Projects

The real success of a Lean/Six Sigma program is measured by the sustainability of the program. To ensure sustainability of your Lean/Six Sigma program:

  • We develop a plan whereby SGS works side-by-side with your team members to instruct them and assist them in a specific project.
  • Then we step away from team in phases, step by step giving them independence as we progress throughout the engagement to allow your team to be better prepared and more self-sufficient.