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****** ********** & *** ********* ************************************* ******** *** Six-SigmaThe core **** ** **** is to ****** maximum value to *** ******** **** ******* ***** ** ******** more ***** **** fewer resources **** focuses ** ******** ********* creating ********** ********* ** *** ***** **** is * statistical ******* **** ********** *** amount of ********* ******* in * ******* ******** ** * fixed ************* ********* focuses ** ********** *********** *** corresponds ** ***** 999997% ****** *********** ** Lean *** ****************** does *** ******** ******* ******* speed *** ** *** lack of *********** in ********* ** ********* applying ********* ******* alone is ******* ***** companies ******* ****** improvements in ******* process and finished ***** ********* *** **** **** is not *** ******* ******** ** the ***** problem ** ********* **** not **** **** ** ********* **** across ***** ************ *** lack of *********** ** ********* has limited the ******* ** **** ** selected ***** ****** *** ************ ** ** * ******* ***** ** ******* high ******* **** ***** *** *** cost then ** ****** *** **** **** and ********* ************** So **** ********* ** * methodology **** ****** *** ******* **** ** *********** in ******** ************ **** ******* ******* ***** *** ******** ******* The ****** ** lean *** ********* is ******** ******** **** cannot ***** * ******* ***** statistical ******* *** ********* ***** ****** ************ ******* ***** or ****** **** ******** * ****** ************** ******* ******* In ************ Six- ***** ******* ** **** **** ******* ****** *** ********* Define *** ******** ******* *** scope ********** ***** ******** ** ******** Collect ********** *********** about the ******* ********** ******** **** ******* ********** ******* **** **** ******* *** current *********** ******* ******** **** ** ******* and ******** causes· **** ****** **** **** ***** analyse for special ******** ****** ********* ***** and ****** ********** ********* ******* ******* ***** detailed process maps3 ******* to identify causes· ******* * ******** ******* statement· Explore ********* causes· Organize potential causes· ******* data· Use ********** ******* ** ********* ********* ****** possible solution *** ******** ****** solutions· ******* plans *** *********** ******* results *** ******** benefits5 ********* ******* *** document ******** practice· ***** ******* ******* ************* ********* *** *********** ************ ******* Summary *** ********* process for ************ **** ********* is:Specify value **** the ********** of *** *** ******** ** product ************** *** the ***** ** the value stream for each product ****** ********* all ********* ******** ********* the value-creating steps ***** ** tight ******** ** the ******* **** **** ******** ****** the ********** **** ** ********** *** ********* **** ***** **** *** next ******** **************** *** ******* **** *** wastes *** ************** of **** ********* **** 1: ******** critical to quality ****** must be ********* ***** Rule 2: ** * ** *** ***** in *** ******* ** caused by ** * ** the ********** Rule 3: *** ******* ******** ** flow through *** ******* ** inversely ************ ** **** *** ****** of “things” ** ******* *** *** ******* variation ** supply *** demandReferencesMicheal * ****** 2002 Lean *** ***** * ********* Six ***** Quality With **** ***** New ***** Tata Mc ***** ******
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