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About Us
THE LEAN SIX SIGMA COMPANY

“The Lean Six Sigma Company was

established in 2002 with the purpose of
putting Lean Six Sigma on the map as the go-
to method to get the most out of processes.
The Lean Six Sigma Company is the world’s
leading Lean Six Sigma provider and
currently they have offices in +25 countries
in Europe, Canada, US, Latin America and
Asia with its headquarters in Netherlands.”

Mischa van Tom Lindsen Casper de Man Rijk Schildmeijer Diana Vos-de
Aalten Head of Head of Group Master Black Belt Ridder
Managing Director Marketing Sales Support Manager
About Us
GLOBAL PRESENCE

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References
GLOBAL
References
SRI LANKA
About Us
TRAINERS

PRADEESH WANNIARACHCHI

Certified Lean Six Sigma Master Black Belt

MBA (Col) MAFE(Col) BSc.(Stat) Hons(Col)

Over 15 years of industry experienced professional holding many senior management

positions in several leading multinational organizations in Sri Lanka including Head of Parts-
Associated Motorways (Al-Futtaim Group) and Head of Planning- Akzo Nobel Paints Lanka.
He also works as a visiting lecturer in Sri Lanka Institute of Marketing (SLIM) and a resource
person for NSBM Green University.
About Us
TRAINERS

DAYAN HENGEDARA
Certified Lean Six Sigma Black Belt
MBA (Cardiff-UK) BSc.(Stat) Hons(Col)

Over 15 years of service and manufacturing industry experience holding many senior
management positions in MAS Group including Operations Manager-MAS KREEDA.
A strong believer in continuous process improvement and change behaviour through lean
problem solving techniques. Specialized in the areas of Lean Six Sigma, TPM, Logistics and
Supply Chain, Hoshin Kanri, Simple Problem Solving Techniques and A3 Thinking
Strategies.
About Us
TRAINERS

MORITH MADUSHAN SENADEERA

Certified Lean Six Sigma Black Belt

BSC in Business Management | MBA | Lean Green, Blue & Yellow Belts

Over 14 years of industry experienced professional holding many senior management

positions in several leading multinational organizations I Sri Lanka including Senior Manager
– IE & CIP @ Coats Thread Exports (Pvt) Ltd. Plant Lean Champion @ MAS Bodyline (Pvt) Ltd.
He also works as a visiting lecturer in The Corporate Campus.
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Your Lean Six Sigma Journey…
Green Belt Black Belt
Yellow Belt
About Us
CERTIFICATE VALUE
Effectiveness and Efficiency

Effectiveness
Quality Efficiency
• Doing the right things • Doing things right
• Do the activities match • Meeting customer needs with
Customers

the customer needs? minimum resources

Costs
Lean Six Sigma takes
both into account 12
 What is Lean Six Sigma?

LEAN
Reduce/Eliminate Waste
+ SIX SIGMA = LEAN SIX SIGMA
Reduce Defects in the Increase Profits through Cost reduction and
in the process process and improve Quality Revenue increase
LEAN

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5 Principles of Lean
1. Identify
Value

2. Map
5. Seek
the Value
Perfection
Lean Stream

1996
Principles
J.P. Womack

4.
3. Create
Establish
Flow
Pull
The five principles of Lean
1. Define Customer Value
• VA/NVA/BVA Definitions
• 7 types of waste
2. Map the Value Stream 1996
• VSM J.P. Womack
3. Ensure reaching Process Flow
• Process Flow
• TaktTime
• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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 Process Step

Customer Value Add (CVA) Non Value Add (NVA)

-Is it a business requirement?

Business Value Add (Audits, Regulations,
(Necessary Non Value Add) Raising POs, Machine
-Is Customer willing to pay? maintenance etc.)
-Does it change the form of the product?

% Waste -None of the above

Waste Elimination Methodology

Process Step

Customer Value Add Non Value Add

(CVA) (NVA)

Business Value
Waste
Add

3. Improve 2. Reduce 1. Eliminate

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7 + 1 Types of Waste
1. Transportation (material)

2. Inventory

All activities which do not add value to the customer,

3. Motion (people)‫‏‬
what the customer is not prepared to pay for.
4. Waiting time‫‏‬

5. Over-production (too much, too early)

Waste 6. Over-processing (too complex, unnecessary functions)‫‏‬

Muda
7. Defects

8. Skills Unutilized (Not making good use of resources or skills)

 Value Add vs. Non-Value Add
It takes far less effort to accomplish a 10% reduction in NVA time than to
accomplish a corresponding reduction in VA time.

Example:
100 hours for an operation, 10 hrs of VA and 90 hrs of NVA
 10% of reduction on VA = 1 hour eliminated
 10% of reduction on NVA = 9 hours eliminated

10% 90%

Lean understands that significant improvement can be realised by

attacking non-value add as well as value add activities. 20
Lean Tools Visual
Mgt SIPOC

STW

OEE Poka TOC

Yoke 5S JIT
A3
VSM
Spaghetti
Kanban Diagram
Fish
Bone

Pull Kaizen 5
Whys
SMED
BPM

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
1996
2. Map the Value Stream
J.P. Womack
• VSM
3. Ensure reaching Process Flow
• Process Flow
• TaktTime
• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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Value Stream Mapping

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 What is a “Value Stream Map?”
A “Value Stream Map” is a data rich process map
containing all relevant information to start an improvement project

Traditional manner Value Stream Map

Information
&
Material Flow

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
1996
2. Map the Value Stream
J.P. Womack

• VSM
3. Ensure reaching Process Flow
• Process Flow
• TaktTime
• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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26
One Piece Flow Vs Batch Production
(When defects or mistakes are made)
The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions

• 7 types of waste
1996
2. Map the Value Stream J.P. Womack

• VSM
3. Ensure reaching Process Flow


• Process Flow
• TaktTime
• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day 28
 TAKT Time

Takt is from the German word for Beat or Pace.

The pace at which we manufacture products or do transactions to
meet customer demand. 29
 TAKT Time

Example

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 Process Time

Process Process Process

Time Time Time

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6

VA+ BVA+ NVA

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 TAKT TIME

PROCESS TIME

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
1996
2. Map the Value Stream
J.P. Womack

• VSM
3. Ensure reaching Process Flow


• Process Flow


• TaktTime
• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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 Process Balancing – Yamazumi

Current State with bottlenecks Current State with individual process step analysis

Line Balancing – no more waste – BVA reduced to a minimum

(Perfect World)

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 Process Balancing “Reality”

• In reality, we seek to reduce the NVA time as much as possible and combine tasks by moving them
from one operation to another to balance the remaining task times the best we can (BELOW the
takt time)‫‏‬
Line Balancing – Improved situation

Takt Time

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
1996
2. Map the Value Stream
J.P. Womack

• VSM
3. Ensure reaching Process Flow


• Process Flow


• TaktTime


• Balancing Processes
4. Shift from Push to Pull systems
• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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Upstream Downstream
Push vs Pull
Pull
• Upstream do not produce any thing without the request from down stream
(Customer Demand)

• Minimum inventory

Push
• Up stream push whatever they produce to the downstream
• Do not consider about the demand of downstream
• Build inventories (Bad Inventory) / No inventories

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KANBAN Application

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
2. Map the Value Stream 1996

• VSM
J.P. Womack

3. Ensure reaching Process Flow


• Process Flow


• TaktTime


• Balancing processes
4. Shift from Push to Pull systems


• Kanban
5. Strive for perfection, eliminate defects
• Everyone, every day
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Visual Management

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Which one works better?

Or

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Which one works better?

Or

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“A picture is worth more than a thousand words”

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Visual Management
It is part of various Lean tools, including 5S, Kanban and improvement boards.

Visualisation of the process by which:

• Waste is visible
• Defects are visible
• Standardisation is stimulated
• Errors are prevented
• Employee engagement is increased 46
5S
 Step 1
SORT

Sort makes sure that all things (materials, machines, furniture etc.) necessary are on the
actual workfloor.

1.‫‏‬Set‫‏‬criteria‫‏‬for‫“‏‬what is needed”‫‏‬in‫‏‬the‫‏‬workplace,
for example: Anything that has not been used for over 1 year, can go
anything that has not been used in the last 6 months is given a red
tag.

2. Remove things that are no longer needed (red tagging).

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 Step 2
Set in order

Set in order – All necessary things will get a logical permanent place, so everyone
can see at a glance whether everything is there.

• Determine a permanent place for all materials

• eg: Needed immediately – on the body
• eg: Needed every half an hour – within 3 meters
• eg: Needed 5 times a day – within 10 meters
• eg: Needed daily – within 25 meters
• Create shadow boards, determine how shortages topped up
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 Step 3
Shine

Shine – The workplace is cleaned and kept clean.

• Everyone works better in a clean environment

• We notice necessary maintenance
• Agreements have been made on how to realise this

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 Step 4
Standardise

Standardising – Everyone know what is expected of him/her.

• Standards are clear to everyone,

• Deviations are immediately visible and are discussed
• 5S’s are part of the daily routine
• Agreements on self-auditing (within your own team)

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 Step 5
Sustain

Sustain – Ensure 5S is not a one-off action and is being improved continuously

• Agreements on periodical audits – analyse audit results

• Make the results of the periodical audits visible through visual management
• Integrate audit results in the team performance agreements
• Current standards are the basis for further improvements

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Advantages 5S

1. Cleaner and safer work environment

2. Less waste
3. Less space needed
4. Improved self discipline
5. Employee satisfaction increases
6. Requirement for a continuous-improvement-culture

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“Everyone, everyday a little better than yesterday”
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 KAIZEN

• In Japanese, 'Kai' stands for small changes – 'Zen' stands for better
• Kaizen stands for “Small changes for the better”
(In West: “ Continuous Improvement”)
• The continuous and incremental improvement of the value stream in
small steps (not at random points, but towards “True North”)
Masaaki Imai

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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
2. Map the Value Stream 1996

• VSM J.P. Womack
3. Ensure reaching Process Flow


• Process Flow


• TaktTime


• Balancing Processes
4. Shift from Push to Pull systems


• Kanban
5. Strive for Perfection, eliminate defects


• Everyone, every day
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5 Why

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 Just start by asking,
Identify
Problem “Why?” Root Cause

Why ?
Why ?

Why ?
Why ? Why ?
The 5 Whys Root Root Root Root Root Root
Cause Cause Cause Cause Cause Cause

Cause Cause Cause Cause Cause

Cause Cause Cause Cause

Cause Cause

The outer ring are the root causes, Problem

Which you need to solve
Cause Cause

Cause Cause Cause Cause

Cause Cause Cause Cause Cause Cause

Cause Cause Cause

Root Root Root
Cause Cause Cause
Root Root Root
Cause Cause Cause
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Cause & Effect Diagram
(Fishbone/Ishikawa Diagram
Materials Man Methods

Output Y

Mother Nature Measurements Machine

6M – Man, Method, Material, Measurement, Machine, Mother Nature (Environment)

4Ps - policies, procedures, people, plant
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The five principles of Lean
1. Define Customer Value


• VA/NVA/BVA Definitions


• 7 types of waste
2. Map the Value Stream 1996

• VSM J.P. Womack
3. Ensure reaching Process Flow


• Process Flow


• TaktTime


• Balancing Processes
4. Shift from Push to Pull systems


• Kanban
5. Strive for Perfection, eliminate defects


• Everyone, every day
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Typical benefits of Lean

 Less waste / dropout

 Shorter turnaround of machines and operations
 Shorter lead time
 Lower stock
 Better cash flow
 Higher productivity and utilization
 Higher quality
 Higher customer satisfaction
 Higher employee satisfaction
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Traditional versus Lean

Metric Traditional Lean

Planning Forecast/push Customer order/pull
Production To inventory To customer
Process lead time Long Short
Batch size Large batches and rows Small and continuous flow
Inspection Sampling 100% at the source
Lay-out Functional/department Product flow
Employee involvement Low High
Stocks (turnaround) Low High
Flexibility Low High
Production costs High and increasing Low and decreasing

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