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Academy

academi 01

The Lean Six Sigma methodology proposes a way to process excellence that has as its goal the creation of value through the statistical control of the output , the "hunt against waste ," the rationalization of workstations and procedures.
The main result of this strategic path is to move from "doing" (with variability or randomness) to the “know-how" (continuously) switch from a variable to a standard result.
The idea is to map business processes, clearly identifying input and output, and then measuring them through a few key performance indicators.
The statistical analysis of these indicators allows us to understand process variability in time to understand :

> If this variability is “physiological” and “pathological" (i.e., if there are elements unexpected or out of control)
> how big is this variability; that is, what is the company's ability to comply with a standard time
The issue of standards is very important for an SME accustomed to thinking in terms of "average". The customer (whether internal or external), it feels a lot more variation than average.
<< Think of entering a restaurant where the average service time of a flow is 25 min, probably if the chef is good and the price is satisfactory would not say anything for a service of 35 or 45 minutes, but it would be a service 60min unacceptable, and although once they experience a delay, most likely you will not go to that restaurant. >>
The sigma gives an indication of the maturity of processes, allows to identify the critical ones and to quantify the space and time “recovery “of the company in a scientific manner.
Each intervention is characterized by two elements:
> A rigorous approach based on the DMAIC methodology
DEFINE -> MEASURE -> ANALYZE -> IMPROVE -> CONTROL

> is based on "numbers" that is on measurements and a quantitative analysis of the results
The courses offer a variety of communication tools Statistical able to “overcome local dialects” of the individual functions to orient and align the behavior and the efforts of all the "vital few” strategic.

academi 02

These communication tools are based on the concept of visual management << if you can see it can also handle >> that postulates the need to visualize in an easy and immediately accessible to all the travel direction of the company through key performance indicators that affect productivity, compliance (health environmental safety), costs, staff training, maintenance etc..
To support the process of continuous improvement, there are a number of tools specific context that depart and arrive from design to operations and support the transaction from a logic "artisan" to a logic "industrial"