biz-lean-six-sigma
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ChineseLean Six Sigma
Lean Six Sigma（精益六西格玛）
Overview
概述
Lean eliminates waste (non-value-adding activities). Six Sigma reduces variation (defects and inconsistency). Combined, they improve speed AND quality. Lean answers "are we doing unnecessary things?" Six Sigma answers "are we doing necessary things consistently?"
Lean消除浪费（非增值活动）。Six Sigma减少变异（缺陷和不一致性）。二者结合可同时提升速度与质量。Lean回答“我们是否在做不必要的事？”，Six Sigma回答“我们是否在一致地做必要的事？”
Framework
框架
IRON LAW: Value Is Defined by the CUSTOMER, Not the Producer
An activity adds value ONLY if: (1) the customer is willing to pay for it,
(2) it transforms the product/service, AND (3) it's done right the first time.
If any condition fails, the activity is waste — eliminate or minimize it.IRON LAW: Value Is Defined by the CUSTOMER, Not the Producer
An activity adds value ONLY if: (1) the customer is willing to pay for it,
(2) it transforms the product/service, AND (3) it's done right the first time.
If any condition fails, the activity is waste — eliminate or minimize it.The Seven Wastes (TIMWOOD)
七种浪费（TIMWOOD）
| Waste | Definition | Example |
|---|---|---|
| Transportation | Unnecessary movement of materials | Moving inventory between warehouses |
| Inventory | Excess stock beyond immediate need | 6 months of raw materials sitting idle |
| Motion | Unnecessary movement of people | Walking across factory floor to get tools |
| Waiting | Idle time between process steps | Orders waiting for approval |
| Over-production | Making more than needed | Printing 1000 reports when 100 are read |
| Over-processing | More work than the customer requires | Triple-checking a non-critical form |
| Defects | Output that requires rework or disposal | Software bugs, manufacturing rejects |
| 浪费类型（Waste） | 定义（Definition） | 示例（Example） |
|---|---|---|
| Transportation（运输） | 不必要的物料搬运 | 在仓库间转移库存 |
| Inventory（库存） | 超出即时需求的过量库存 | 闲置6个月的原材料 |
| Motion（动作） | 不必要的人员移动 | 步行穿过工厂车间取工具 |
| Waiting（等待） | 流程步骤间的空闲时间 | 等待审批的订单 |
| Over-production（过度生产） | 生产超出需求的产品 | 打印1000份报告但仅100份被阅读 |
| Over-processing（过度加工） | 做超出客户需求的工作 | 反复核对非关键表单 |
| Defects（缺陷） | 需要返工或丢弃的产出 | 软件漏洞、制造次品 |
DMAIC Improvement Cycle (Six Sigma)
DMAIC改进周期（Six Sigma）
- Define: What is the problem? Who is the customer? What is the target metric?
- Measure: What is the current performance? Collect data on defect rate, cycle time, variation.
- Analyze: What causes the problem? Use root cause analysis (5 Whys, fishbone diagram, Pareto chart).
- Improve: What changes will fix it? Design and test solutions.
- Control: How to sustain the improvement? Implement monitoring, SOPs, control charts.
- Define（定义）：问题是什么？客户是谁？目标指标是什么？
- Measure（测量）：当前绩效如何？收集缺陷率、周期时间、变异情况的数据。
- Analyze（分析）：问题的原因是什么？使用根本原因分析方法（5个为什么、鱼骨图、帕累托图）。
- Improve（改进）：哪些变更能解决问题？设计并测试解决方案。
- Control（控制）：如何维持改进成果？实施监控、标准作业程序（SOPs）、控制图。
Kaizen (Continuous Improvement)
Kaizen（持续改进）
Small, incremental improvements made continuously by frontline workers:
- Daily standup to identify one improvement
- Implement immediately if possible
- Document and share across teams
由一线员工持续做出的微小增量改进：
- 每日站会确定一项改进点
- 若可行则立即实施
- 记录并在团队间分享
Output Format
输出格式
markdown
undefinedmarkdown
undefinedLean Six Sigma Analysis: {Process}
Lean Six Sigma Analysis: {Process}
Current State
Current State
- Process: {description}
- Key metric: {defect rate / cycle time / cost}
- Current performance: {baseline data}
- Process: {description}
- Key metric: {defect rate / cycle time / cost}
- Current performance: {baseline data}
Waste Identification (TIMWOOD)
Waste Identification (TIMWOOD)
| Waste Type | Found? | Description | Impact |
|---|---|---|---|
| Transportation | Y/N | {detail} | H/M/L |
| Inventory | Y/N | ... | ... |
| Motion | Y/N | ... | ... |
| Waiting | Y/N | ... | ... |
| Over-production | Y/N | ... | ... |
| Over-processing | Y/N | ... | ... |
| Defects | Y/N | ... | ... |
| Waste Type | Found? | Description | Impact |
|---|---|---|---|
| Transportation | Y/N | {detail} | H/M/L |
| Inventory | Y/N | ... | ... |
| Motion | Y/N | ... | ... |
| Waiting | Y/N | ... | ... |
| Over-production | Y/N | ... | ... |
| Over-processing | Y/N | ... | ... |
| Defects | Y/N | ... | ... |
Root Cause Analysis
Root Cause Analysis
{5 Whys or fishbone diagram for top waste}
{5 Whys or fishbone diagram for top waste}
Improvement Plan (DMAIC)
Improvement Plan (DMAIC)
| Phase | Action | Owner | Timeline |
|---|---|---|---|
| Define | {problem statement} | ... | ... |
| Measure | {data collection plan} | ... | ... |
| Analyze | {root cause method} | ... | ... |
| Improve | {solution} | ... | ... |
| Control | {monitoring plan} | ... | ... |
| Phase | Action | Owner | Timeline |
|---|---|---|---|
| Define | {problem statement} | ... | ... |
| Measure | {data collection plan} | ... | ... |
| Analyze | {root cause method} | ... | ... |
| Improve | {solution} | ... | ... |
| Control | {monitoring plan} | ... | ... |
Expected Impact
Expected Impact
- {metric}: {current} → {target} ({X% improvement})
undefined- {metric}: {current} → {target} ({X% improvement})
undefinedExamples
示例
Correct Application
正确应用场景
Scenario: Lean analysis of a restaurant kitchen order process
- Waiting waste: Orders wait 8 min for expeditor to batch them → Change to real-time ticket system (saves 6 min/order)
- Motion waste: Chef walks 15m to reach cold storage per order → Relocate prep station fridge (saves 2 min)
- Defect waste: 12% order error rate → Implement kitchen display system with visual confirmation (target 3%)
- Root cause (5 Whys): Errors → handwritten tickets �� poor handwriting → no standardized format �� no digital order system
场景： 餐厅厨房订单流程的Lean分析
- 等待浪费：订单等待调度员批量处理耗时8分钟 → 改为实时工单系统（每单节省6分钟）
- 动作浪费：厨师每单需步行15米到达冷藏库 → 重新布置备料台冰箱（节省2分钟）
- 缺陷浪费：订单错误率12% → 实施带视觉确认的厨房显示系统（目标3%）
- 根本原因（5个为什么）：错误 → 手写工单 → 字迹潦草 → 无标准化格式 → 无数字化订单系统
Incorrect Application
错误应用场景
- Identified "the market is declining" as a waste → Market conditions are external, not process waste. TIMWOOD applies to internal processes only.
- 将“市场萎缩”认定为一种浪费 → 市场环境属于外部因素，并非流程浪费。TIMWOOD仅适用于内部流程。
Gotchas
注意事项
- 8th waste — unused talent: Often added to TIMWOOD. Employees with ideas that aren't heard or skills that aren't utilized.
- Lean can go too far: Eliminating ALL inventory (zero buffer) creates fragility. Some "waste" is strategic buffer. Balance efficiency with resilience.
- Six Sigma requires data: Without baseline measurements, you can't calculate improvement. Invest in measurement before jumping to solutions.
- Cultural resistance: Lean/Six Sigma requires frontline buy-in. Top-down mandates without worker involvement fail.
- 第8种浪费——未被利用的人才：常被加入TIMWOOD范畴。员工有想法却无人倾听，或技能未被充分利用。
- Lean可能过度：消除所有库存（零缓冲）会导致脆弱性。部分“浪费”是战略性缓冲，需平衡效率与韧性。
- Six Sigma需要数据支撑：若无基线测量，则无法计算改进效果。在着手解决方案前，先投入资源进行测量。
- 文化阻力：Lean/Six Sigma需要一线员工的认同。自上而下的强制推行而无员工参与必然失败。
References
参考资料
- For value stream mapping methodology, see
references/value-stream-mapping.md - For statistical process control (SPC), see
references/spc-basics.md
- 关于价值流映射方法论，请查看
references/value-stream-mapping.md - 关于统计过程控制（SPC），请查看
references/spc-basics.md