This is because Six Sigma aims at minimizing variation in products and processes, and Lean Manufacturing aims at eliminating manufacturing waste.
Possible Areas for Implementation:
-Research and Development
The Research and Development process is the most important process in pharmaceutical companies and forms a major part of costs. The Lean concept is desirable in this scenario to understand the critical processes to new drug development, and to research and streamline existing ones.
It is important to have these objectives to reduce drug failures, effect maximum utilization of resources, and increase productivity and optimum utilization of staff and other resources.
-Cycle Times
Increased cycle times are major factors affecting the timely manufacture, supply and launch new drugs. The earlier companies can take advantage of this market situation ultimately means the difference between success and failure of the product.
Value stream mapping and process modeling concepts of Lean Manufacturing and Six Sigma can help in reducing cycle times and operational costs, in addition to increasing the efficiency of processes as well as staff.
-Defects
Any defects with respect to drugs would be a big blow to any pharmaceutical company. Lean concepts such as DFSS can help, as they utilize tested scientific tools and statistical tools that help reduce the cost of human errors.
Companies can use advanced tools to conduct quality analysis, yield analysis, cost comparison of jobs, risk assessment and comparison of manufacturing processes at different sites.
Rewards of Six Sigma
The Lean transformation has to happen at the operations and management levels, as well as in the behaviors towards customer focus and consistent mission statement and values. Six Sigma teams should endeavor to change momentum in their organizations.
Six Sigma training cannot be ignored; a comprehensive strategy towards training needs at multiple points in the transformation to Lean means achieving stronger organizational skills throughout top management and other staff members.
In the transition to Lean Six Sigma, IT plays a very important role towards continual improvement. The complex pharmaceutical manufacturing structure requires flexible and interoperable IT systems. Systems should be in place that enable data mining and analysis quickly, accurately and efficiently. The data will then be more reliable.
With unduplicated data, the information recovered becomes the driving force in decision-making, as well as in lowering administrative costs. For example, if a batch of drugs released is defective, a reliable IT system can provide data towards the locations to which it has been dispatched, as well to find out where the defect may have originated. With more dependence on automated checks built into the system, quality results are achievable.
This enables rapid analysis and design changes for the improvement of operating efficiency and compliance. Last but not least is the utilization of real-time demand driven sales, which helps reduce inventory and its carrying costs before product expiration.
The Six Sigma and Lean approach to the pharmaceutical industry has possibilities for implementation. Though not the easiest, its implementation can definitely reduce costs, process errors and product defects.
By Tony Jacowski
Article Source: http://www.articlesbase.com/management-articles/six-sigma-and-lean-for-the-pharmaceutical-industry-539845.html
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Many professionals ask "What is Lean?", some ask "What is Six Sigma?", and of course still others ask "What is Lean Six Sigma?" As it turns out, these approaches address similar problem sets but attack them differently. Here is a look at what they are, the difference, the similarities, and the synergies.
The difference between Lean and Six Sigma can be summarized as follows:
Six Sigma = Reduced process variation
Lean = Improved process flow
Let's take a look at each.
What is "Lean"?
In the practice of "Lean", the focus is on breaking down processes to the "bare bone essentials", hence the name "lean". The Lean approach to waste is that "Non-value added is waste". Hence, the proactice of Lean has as its central goal to segregate waste from value in processes, and eliminate the waste and non-value added.
The typical method for practicing Lean is to do the following:
1. Identify Value
2. Define Value Stream
3. Determine Flow
4. Define Pull
5. Improve Process
The focus of Lean is on Process flow. Tools used for the practice of Lean are oriented to visualization, and include tools like Microsoft Visio.
What is Six Sigma?
In the Six Sigma approach, the view on waste is that "Variation is waste".
In practicing Six Sigma, the DMAIC method is used:
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
Six Sigma is a "Problem focused" methodology, and the primary toolset of Six Sigma is Math and Statistics.
The Conflict Between Lean and Six Sigma
There is a "battle" within the Lean and Six Sigma professional communities among many who think their respective way is better and superior. In general, the Six Sigma side claims to be technically superior and that reducing variation gets to the root of the problem. The Lean side argues that basic flowcharting is more often than not all that is needed to produce high impact improvements.
This all has a "territorial" feel about it among consultants and aficionados of each approach or methodology. However, we know that tools are only a means to and end, and that we need to match the tool to the job. Such arguments and territorialism often arise when professionals are attached to the tool, and in essence are a "solution in search of a problem", and want to make sure their solution is chosen more often.
Does the Controversy Matter?
Tough times typically mean LEAN times, and these are tough time economically around the world. It seems that under those conditions, it would be more appropriate to focus on the challenge at hand and use the best tool(s) for the job. The controversy matters little, in my opinion.
Six Sigma and Lean go together hand in hand, although they often are differentiated. Despite any distinctions, the two go very well together and complement one another. For example, it could be a very logical approach to focus on Lean to achieve improved process flow, and at the same time develop a deeper understanding of the process. If more work is needed, Six Sigma could be used to reduce process variation. It seems very logical that they can be effectively deployed together.
By John Reiling
Article Source: http://www.articlesbase.com/business-articles/lean-versus-six-sigma-whats-the-controversy-what-the-difference-595677.html
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Lean Six Sigma methodologies are a combination of standard 6-Sigma quality improvement techniques and lean manufacturing principles that are used for speeding up business processes. 6-Sigma methodologies focus on reducing defects in business processes, whereas Lean 6 Sigma does not only eliminate defects but also improves the speed of a process and reduces waste by eliminating non-value added steps in a business process. Combining 6-Sigma and lean manufacturing principles is like combining the contents of two different toolboxes that help companies to improve quality and efficiency.
Compatibility
Depending on the type of methodologies used by an organization, Lean Six Sigma is often referred to as Lean Service, Lean Manufacturing, and Lean Enterprise. These concepts are compatible with standard Six Sigma methodologies and can be applied to every type of business processes. Both the concepts use similar strategies and methods and focus on improving business processes that serve customer needs. Both focus on identifying and eliminating sources of waste and processes that do not add value for maximizing output, efficiency, and throughput. They emphasize providing requisite training
for enabling employees of an organization to understand the tools and processes of the methodology. Both concepts encourage the involvement of senior managers and key mentors within an organization for ensuring that quality improvement projects are executed without affecting the day-to-day operations.
Lean 6 Sigma uses different techniques for reducing costs, reducing production cycle times, expanding capacity, and improving productivity. It uses "value stream mapping" for identifying improvement opportunities. However, Lean Six Sigma concepts may sometimes prove inadequate in solving some of the more complex problems that call for advanced analysis.
Benefits
Standard 6-Sigma methodologies follow a disciplined, data driven approach and use statistical tools for analyzing quality at every stage of the production process. When combined with Lean manufacturing principles, it helps in identifying and resolving quality issues. Its successful implementation is important in reaping quick results and enabling employees and plant managers to harness better work patterns on plant floors. Lean Six Sigma programs are executed under the guidance of 6-Sigma Champions and Black Belts for enhancing the efficacy of quality improvement initiatives. It is necessary to deploy lean manufacturing techniques during the Six Sigma implementation process for ensuring that the improvement process includes a standard problem-solving approach.
Lean Six Sigma focuses on adding value to manufactured goods or services rendered by eliminating defects in every business process. This helps in building customer loyalty, as customers often prefer products and services that offer consistent quality. The matrices used in Six Sigma help in identifying customer needs, manufacturing quality products and rendering quality services.
Lean Six Sigma concepts and methodologies are based on a highly sustainable approach that gets easily integrated with the existing work processes within an organization. It requires the involvement of employees at all levels within an organization. The deployment of 6-Sigma programs can initiate a culture shift within an organization that helps in eliminating waste within the production process.
Lean Six Sigma helps in ensuring future success of an organization by radically improving quality and reducing waste. It also allows employees within an organization to design and develop new business processes that will help in making drastic improvements to the organization's performance.
By Tony Jacowski
Article Source: http://www.articlesbase.com/management-articles/lean-six-sigma-implementation-basics-55221.html
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