Process improvement with Lean Six Sigma
We look at how the work really runs, measure where time and money leak away, and fix the cause. Only then do we ask whether software is needed. Often a better way of working is enough.
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What you get
- A map of your process as it runs today, with the steps that add nothing.
- Numbers on lead time, errors and rework, so we know what the problem costs.
- The cause of the problem, backed by data.
- An improvement plan with a business case: what it costs, what it returns and when it pays back.
- Agreements and measurements that make the improvement stick.
How it went at Greetz / e-Flora
The five steps of Lean Six Sigma (DMAIC) in one real project by Eege: the order-to-shipping process for flower orders, at a new location.
- DefineThe order-to-shipping process had to move to a new location. How do you set it up?
- MeasureValue stream analysis and data. The box machine turned out to be down 26% of the time.
- AnalyseThree designs calculated on takt time, capacity and cost per product.
- ImproveOne-piece flow with QR scanning, first as a pilot on the floor.
- ControlIn place: 248 orders per hour with 13 FTE, against 17 FTE in the alternative.
4 FTE fewer for the same 248 orders per hour.
How a project runs
- About one month
- to the first results.
- A subject matter expert
- on your side, who knows the work from the inside.
- An owner with a mandate
- who decides on changes in the company and defends them.