Driving a Lean Transformation Using a Six Sigma Improvement Process

Keywords Driving a Lean Transformation Using a Six Sigma Improvement Process
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Chapter 4 describes the Raytheon Six Sigma TM process. This versatile process is often used to plan and implement change, because it is methodical in its approach to problem solving. It therefore serves as a convenient structure for the development of this thesis. In short, chapters 5 through 12 show the relevance and application of the six sigma approach to lean implementation.
Chapters 5 through 7 describe the first three steps of the Raytheon Six SigmaTM process. Even though these chapters are brief, the importance of these steps cannot be underestimated. Chapter 5 details the first step: “visualize.” Chapter 6 describes the second step: “commit.” Chapter 7 illustrates the third step: “prioritize.” Chapters 8 through 10 describe the fourth step of Raytheon Six SigmaTM: “characterize.” Since this step contains the root cause analysis of the status quo and the articulation of a future state, this step has been divided into three chapters. Chapter 8 characterizes production methods through a root cause analysis. Chapter 9 characterizes the organization using the Three Lens Model. Finally, Chapter 10 characterizes the future state.

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