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Summary: Linde Group, a gases and engineering organization, conducted process makeovers at several North American facilities to improve process efficiency. The lean Six Sigma projects were the result of a program to find processes where the addition of lean principles to Six Sigma could make a real difference. Goals for the targeted sites were aggressive, including the elimination of nonvalue-added activities and unused products, strict stock controls and training of site personnel to effect and maintain the changes. On-site teams included both external experts and local staff and management. Even before the exact changes to be made were determined, efforts began to prepare site personnel for the changes. Processes were also standardized to improve the ability of workers to move from one site to another. The improvements increased productivity by an average of 20 percent and reduced production costs by an average of 13 percent.

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  • Topics: Lean, Six Sigma
  • Keywords: Case study, Change management, Lean manufacturing, Manufacturing process, Process improvement, Productivity, Quality teams, Six Sigma, Continuous improvement (CI), Define-measure-analyze-improve-control (DMAIC),
  • Author: Waite, Patrick J.;
  • Journal: Six Sigma Forum Magazine