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Lean Six Sigma Manifesto

As signatories of the Lean Six Sigma Manifesto, we value:

  • Team Oriented: Team Collaboration over Individual Contributions
  • Data Driven: Managing-by-Fact over “Gut-Feel”
  • Jidoka: Autonomation over Automation
  • JIT: Just-in-Time over Just-in-Case
  • Respect: Respect for People over Idolizing Individual Power
  • Focused: Micro-Manage the Process over Micro-Manage the People
  • Coherence: Simplicity over Complexity
  • Predictability: Leading over Lagging Measurements
  • Commitment: Engaging Leadership over Statusing
  • Agility: Responding to Customer Needs over Following a Script

Principles Behind Lean Six Sigma

We follow these Principles:

  • Our highest priority is to satisfy the customer with on-time and continuous delivery of safe and quality products and services.
  • Use data to identify and understand how the work gets done (the value stream) from the customer request to the customer delivery.
  • Continuously manage, improve, and smooth the flexibility and agility of process flow.
  • Constantly seek to reduce non-value-added steps, waste, and variation, while simultaneously seeking to increase customer value-add steps and quality.
  • Seek perfection daily (zero defects) through kaizen (change for the better) because it is always possible to do better and that no day should pass without some improvement being implemented.
  • Empowering the workforce to identify problems fast and solving fast by going to the gemba to locate the source or root cause.
  • Only produce what is needed using Takt Time and Seiko (Inventive Ideas) in a smooth, uninterrupted flow, from the start to the end of the process (one-piece flow).
  • Creating a flexible workforce (Shojinka) that we empower and respect.
  • Involve and equip the people in the process to undertake continuous improvement activities in a systematic way.
  • All products and service should specify their process capability.
  • Letting customer demand direct the rate at which products and services are delivered (pulled) through the process.
  • We will continuously strive to identify and implement the most cost-effective methods to assure long-term system quality.
  • Effectiveness of a change or solution (100%) is equal to the quality (20%) of the change or solution multiplied by the acceptability (80%) of the change or solution.
  • Building executive leadership support and engagement in creating a constant purpose towards improvement that is everyone’s job vs. a select few.
  • Constructing an overall system (enterprise) approach that breaks down the barriers between departments and builds a shared vision where a consensus exists instead of compromise.

References

Signatories

  • Steven Bonacorsi, President of the International Standard for Lean Six Sigma (ISLSS)