Lean Six Sigma
WHAT LEAN SIX SIGMA CAN DO FOR YOU
When coupled with our leadership, stakeholder management and project management skills, we can truly help you make a difference in your organization.
Lean Six Sigma Approach
- Adjusting staffing to varying volumes
- Finding equipment and supplies when needed
Five Simple Steps
By focusing on these five steps, Soriant can dig deep into your operations, discovering strengths and weaknesses. Our experts assess improvement opportunities, resulting in sustainable quality improvements and savings to the bottom line, in universities and higher education facilities nationwide.
Step 1: Define
Defining the current problem. Soriant will meet with you and discuss your organization’s situation to recognize and define the current issue.
Step 2: Measure
Soriant will map out and assess your organization’s current state and its end goal. We will determine which KPIs will be used to measure your organization’s success and explain how your institution should collect and use this data.
Step 3: Analyze
We provide a detailed analysis to identity the root cause of your support services performance gaps.
Step 4: Improve/Implement
By working as a team, we will determine and implement a long-lasting solution. Soriant will identify improvement opportunities, so you can meet your institutions long-term goals.
Step 5: Control
The final step of the Lean Six Sigma process is to monitor and maintain the new solution. This may include using new tools or programs to sustain the process, standardizing these tools across all departments, as well as promoting an increased adoption of the process over time.
Rapid Improvement Event (RIE)
As simple as it may sound, one of the most powerful and important Lean concepts is: Respect for People. At Soriant, we firmly believe that people like working with kind, caring, and competent people. That’s why our Consultants are trained in Lean and take the time to listen to the people who do the work. No one knows the real way your facility runs better than your staff. The reality is your employees often already know how to fix many of your biggest problems. They’re just not engaged enough to tell you.
At Soriant, we use a Lean Six Sigma process of Rapid Improvement Event (RIE) to reengage staff and develop solutions that unlock the power and creativity of your workforce. We spend time in the “gemba,” the place where work is done, and involve those who do the work in designing, testing, and implementing solutions in a rapid, interactive learning environment. You might be surprised; a day on the work floor might provide more fresh ideas than ten days in a conference room.
If you want to learn more about how Soriant uses Lean Six Sigma in its engagements, please contact us. We’re excited to help you discover the innovativeness of your employees and reach your organization’s potential.
Maybe you’ve heard of Lean. It’s the name we give the philosophies, tools, and systems originally developed by Toyota to build highly reliable and consistent cars. Lean isn’t just for cars, though. It’s been adopted by thousands of companies worldwide and is a proven catalyst for improving quality, reducing costs,
Twelve months post Six Sigma and Lean thinking intervention and you’ve taken all pertinent measures: Eliminated negative processes in the value stream and redesigned processes flow to cut down on wasted time and bottlenecks; yet you still aren’t realizing full cost-saving projections. What is going on? Our projections were accurate,
Frequently Asked Questions
In Lean, the “gemba” is a very special place. Gemba is the Japanese term for the place where work is done. For Lean practitioners, going to the gemba to learn about and better understand your processes is essential. Processes can never truly be understood in a conference room; only by going to the gemba can you learn how value is truly delivered to your customer. If you’re not accustomed to going to the gemba, be sure to do the following:
- Observe without judgement. You’re there to learn, not to criticize.
- Walk the process from back to front, following the flow of the goods or services from the customer back up stream.
- Ask questions and truly listen to the answers. Ask why things are done the way they are. And, be sure to ask people what problems get in the way of doing their job.