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	<title>Lean and Six Sigma</title>
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	<link>http://www.lean-and-sixsigma.com</link>
	<description>Loose Waste and Add Value to Your Business by Using Lean Six Sigma Techniques</description>
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		<item>
		<title>Failure Modes and Effects Analysis (FMEA) &#8211; part 2</title>
		<link>http://www.lean-and-sixsigma.com/failure-modes-and-effects-analysis-fmea-part-2-2/</link>
		<comments>http://www.lean-and-sixsigma.com/failure-modes-and-effects-analysis-fmea-part-2-2/#comments</comments>
		<pubDate>Thu, 21 Apr 2011 20:06:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>
		<category><![CDATA[Failure Modes and Effects Analysis]]></category>
		<category><![CDATA[pre steps of fmea]]></category>
		<category><![CDATA[presteps of fmea]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=253</guid>
		<description><![CDATA[<p>The three <strong>pre steps of FMEA Analysis</strong> are explained below:</p>
<p><strong>Step 1  -  Severity</strong></p>
<p>In this step, all failure modes associated with product functioning and their effects are determined.  Corrosion, deformation, and electrical short-circuits are some examples of failure modes.  Since&#8230;</p>]]></description>
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		</item>
		<item>
		<title>LEAN: Kanban Tool &#8211; Implementation Example</title>
		<link>http://www.lean-and-sixsigma.com/lean-kanban-tool-example/</link>
		<comments>http://www.lean-and-sixsigma.com/lean-kanban-tool-example/#comments</comments>
		<pubDate>Thu, 21 Apr 2011 20:00:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Kanban]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=249</guid>
		<description><![CDATA[<p>A good example of <strong>implementation of kanban system</strong> is the ‘three-bin’ system for parts supplied (it is assumed no in-house manufacturing is available).  In this system, there is a bin in the factory floor (demand point), one bin at the factory store, and&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Enterprise Resource Planning (ERP) – part 5</title>
		<link>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-%e2%80%93-part-4/</link>
		<comments>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-%e2%80%93-part-4/#comments</comments>
		<pubDate>Thu, 21 Apr 2011 19:38:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=232</guid>
		<description><![CDATA[<p><strong>The following are the advantages of centralization of data by ERP systems in one place:</strong></p>
<ul>
<li>Problem of synchronizing changes between multiple systems is eliminated</li>
<li>Business processes that cross functional boundaries can be controlled</li>
<li>Complete top-down view of the enterprise</li></ul><p>&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Six Sigma: misconceptions regarding Gauge Repeatability &amp; Reproducibility Methodology</title>
		<link>http://www.lean-and-sixsigma.com/six-sigma-anova-misconceptions/</link>
		<comments>http://www.lean-and-sixsigma.com/six-sigma-anova-misconceptions/#comments</comments>
		<pubDate>Thu, 21 Apr 2011 19:32:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Six Sigma Methodologies]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=230</guid>
		<description><![CDATA[<p><strong><span style="text-decoration: underline;">The following are some common misconceptions regarding GRR:</span></strong></p>
<ul>
<li><strong>Single GRR is sufficient per family of gauges</strong> -  GRR relates to a complete measurement system &#8211; including the specification, part, operator, and method – rather than one caliper.</li>
<li><strong>GRR will not pass</strong></li></ul><p>&#8230;</p>]]></description>
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		<title>Enterprise Resource Planning (ERP) &#8211; part 3</title>
		<link>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-3/</link>
		<comments>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-3/#comments</comments>
		<pubDate>Wed, 20 Apr 2011 19:46:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=240</guid>
		<description><![CDATA[<p>The implementation of ERP becomes difficult in organizations which have independent business units with separate processes and decision centers.  It could be solved by the local change management professionals who could coordinate requirements, or by federated implementation (e.g. linked via&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Six Sigma: ANOVA Gauge Repeatability &amp; Reproducibility Methodology</title>
		<link>http://www.lean-and-sixsigma.com/six-sigma-anova-gauge-repeatability-reproducibility-methodology/</link>
		<comments>http://www.lean-and-sixsigma.com/six-sigma-anova-gauge-repeatability-reproducibility-methodology/#comments</comments>
		<pubDate>Tue, 27 Apr 2010 09:19:38 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Six Sigma Methodologies]]></category>
		<category><![CDATA[anova]]></category>
		<category><![CDATA[ANOVA Gauge R&R]]></category>
		<category><![CDATA[ANOVA Gauge Repeatability]]></category>
		<category><![CDATA[Gauge Repeatability and Reproducibility]]></category>
		<category><![CDATA[Measurement Systems Analysis]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=221</guid>
		<description><![CDATA[<p><strong>ANOVA Gauge Repeatability and Reproducibility (ANOVA Gauge R&#38;R) </strong>is a technique of Measurement Systems Analysis.  It evaluates the measurement system using the ANOVA (Analysis of Variance) Random Effects model.  This evaluation is not only limited to gauges, but also applicable to&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Enterprise Resource Planning (ERP) &#8211; part 4</title>
		<link>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part4/</link>
		<comments>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part4/#comments</comments>
		<pubDate>Mon, 26 Apr 2010 09:18:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>
		<category><![CDATA[Enterprise Resource Planning]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=219</guid>
		<description><![CDATA[<p>ERP vendors are providing built-in configuration tools to enable to customers to change the working of the out-of-the-box core system.  <strong>The basic differences between configuration and customization are</strong>:</p>
<ul>
<li>Configuration like organizational trees, cost/profit center structure setups, purchase approval rules,</li></ul><p>&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Enterprise Resource Planning (ERP) &#8211; part 2</title>
		<link>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-2/</link>
		<comments>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-2/#comments</comments>
		<pubDate>Sun, 25 Apr 2010 09:16:25 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>
		<category><![CDATA[Enterprise Resource Planning]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=217</guid>
		<description><![CDATA[<p>Hiring professional ERP consultants from outside would be the right choice and the most cost-effective way for implementing ERP systems.  These people are ERP vendors or third-party consulting companies, and their services is of three types – consulting, customization, and&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Enterprise Resource Planning (ERP) &#8211; part 1</title>
		<link>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-1/</link>
		<comments>http://www.lean-and-sixsigma.com/enterprise-resource-planning-erp-part-1/#comments</comments>
		<pubDate>Sat, 24 Apr 2010 08:40:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[Six Sigma Methodologies]]></category>
		<category><![CDATA[Enterprise Resource Planning]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=215</guid>
		<description><![CDATA[<p><strong>ERP (Enterprise Resource Planning)</strong> is used along with the phrases ERP Software or ERP System, which manages all the functions and information of an organization’s business from shared data stores.  It has modular hardware and software ‘services’ and units communicating&#8230;</p>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>LEAN: Kanban Tool</title>
		<link>http://www.lean-and-sixsigma.com/lean-kanban-tool/</link>
		<comments>http://www.lean-and-sixsigma.com/lean-kanban-tool/#comments</comments>
		<pubDate>Fri, 23 Apr 2010 08:39:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Tools and Techniques]]></category>
		<category><![CDATA[E-Kanban]]></category>
		<category><![CDATA[Enterprise Resource Planning]]></category>
		<category><![CDATA[Kanban]]></category>
		<category><![CDATA[Kanban Tool]]></category>

		<guid isPermaLink="false">http://www.lean-and-sixsigma.com/?p=213</guid>
		<description><![CDATA[<p><strong>Kanban</strong> is a relative concept to JIT (just-in-time) and Lean production.  It literally means ‘billboard’ or ‘signboard’.  Taiichi Ohno found out that kanban can be used as a means to achieve JIT.  Kanban refers to an embellished metal or wooden sign,&#8230;</p>]]></description>
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