Innovative developments in our knowledge organization
CEO Foreword
Dear Reader,
Can the method for sustainable and demonstrable improvement in manufacturing and office environments be applied in logistics? Certainly. In fact, it is precisely in the logistics sector that Lean Six Sigma proves to be an extremely efficient method for optimizing the entire supply chain. The Lean Six Sigma method is therefore the common theme throughout the business operation of Oldenburger|Fritom.
Our employees are crucial in this, they are the beating heart of our knowledge organization. That is why they will all follow a Lean Six Sigma training this year. The training courses are largely given internally by our Continuous Improvement Manager, Frans Andeweg. Frans is Master Black Belt certified according to the standards of the American Society for Quality (ASQ).
In addition to this training strategy, we have also decided to become certified according to ISO 13053 for Six Sigma. After an extensive audit by Kiwa, we recently obtained this certificate. As far as we know, we are the only logistics service provider in the Netherlands that is ISO 13053 certified.
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In short, our new training strategy and the obtained ISO 13053 certificate strengthen the innovation focus of our logistics knowledge organization. It is the reason for this special edition of our newsletter. You can read more about the Lean Six Sigma method, our implementation of the belt training structure and our ISO 13053 certification.
I wish you much reading pleasure.
Sincerely,
René Dale |
Lean Six Sigma: focus on what really matters
Lean Six Sigma is a combination of the Lean method and the Six Sigma method. Together they form a sustainable improvement method to demonstrably reduce waste and variation in processes. With Lean Six Sigma, organizations achieve concrete results in a structured way and through the cooperation with stakeholders they can focus on continuous improvement. The starting point is to ask what really matters to the customer, such as shorter lead times and delivering high and stable quality.
The Lean method was used long before the twentieth century, albeit under a different name. Some Lean experts even argue that the ancient Egyptians already applied this mindset to building the pyramids. Nowadays, however, the roots of Lean are mainly attributed to the Japanese company of Toyota. Kiichiro Toyoda founded the company in 1937 and invented, among others, the now world-famous Just-In-Time management philosophy. This management philosophy was further elaborated by engineer Taiichi Ohno. He is considered to be the founder of the Lean method and, together with Eiji Toyoda, laid the foundation for the successful Toyota Production System (TPS).
The term “Lean” was first mentioned by John F. Krafcik in his research paper “Triumph of the Lean Production System” (1988). Subsequently, the term was defined by the American researchers James P. Womack and Daniel T. Jones in “Lean Thinking: Banish Waste and Create Wealth in Your Corporation” (1996).
DMAIC
The Six Sigma method originated in the eighties of the last century at Motorola, which wanted to increase both manufacturing quality and customer satisfaction. However, the method gained worldwide fame thanks to Jack Welch, former CEO of General Electric. With his introduction of Six Sigma and quality thinking, the stock market value of General Electric increased from $12 billion in 1981 to $410 billion in 2001.
Six Sigma is a data-driven method for quality management, with error reduction as one of the most important pillars. The aim is to optimize processes in such a way that a process has a specification limit which is 6 times its standard deviation (Sigma), away from its mean. This is defined as 3.4 defects per million opportunities. The cycle of William Edwards Deming, the Deming Cycle, or the PDCA Cycle (Plan-Do-Check-Act), forms the basis of the Six Sigma method. To continuously improve, the DMAIC model is used:
- Define
- Measure
- Analyze
- Improve
- Control
Customer focus and delivering added value are important points of attention within the Six Sigma method. Asking the question what really matters to the customer is crucial in this process. It is the customer and not the organization that determines whether a process meets the requirements.
Lean Six Sigma
Combined in Lean Six Sigma, the Lean and Six Sigma methods provide a sustainable improvement of the operating result and increase customer satisfaction. Waste in processes is reduced with the Lean method and the outcome is made predictable with the Six Sigma method.
The strength of Lean Six Sigma lies in four different areas:
- Quality improvement
- Improvement of lead time
- Organizations learn to improve themselves
- Improvement in operating result
Bottom-up approach
Making products and services more customer-oriented according to Lean Six Sigma is a continuous process. This process is ideally initiated from the shop floor. For example, the Lean method is only effective if it is implemented in a bottom-up approach: after all, employees know the processes best. That is precisely why Oldenburger|Fritom places responsibilities and authorities as low as possible in the organization. That is also why we encourage a growth mindset and why we organize several personal leadership trainings a year.
Our latest step in this regard, is a Lean Six Sigma training for all our employees. Within our organization, the Lean Six Sigma method has been used for many years. This has led, among other things, to several employees being Lean Six Sigma certified. This year, all our employees will follow a Lean Six Sigma training course. Our Continuous Improvement Manager, Frans Andeweg, will take care of this innovative training strategy. Frans is Master Black Belt certified according to the standards of the American Society for Quality (ASQ).
About ASQ
ASQ, the American Society for Quality, is a worldwide leading organization dedicated to defining quality standards. Including in the field of Six Sigma training courses. ASQ does not accredit organizations, but many companies, such as Oldenburger|Fritom, base their Lean Six Sigma training courses on the standards set by ASQ. Only these training courses guarantee that all important tools of Lean Six Sigma are learned.
Belt certification
Lean Six Sigma training has a so-called belt certification, which is based on the belt system of oriental martial arts. But that is where the comparison ends. Where the belt system in martial arts is used to differentiate between individual qualities, the Lean Six Sigma belt certification concerns the quality of the team. In other words, Lean Six Sigma is all about the right balance of the different belts in the organization. At Oldenburger|Fritom this is structured as follows:
- White Belt
- Project participant
- Training 2x2 hours (practice-oriented)
- Yellow Belt
- Project participant
- Training 3x2 hours
- Orange Belt
- Project participant
- Leader of small projects
- Training 8x2 hours
- Green Belt
- Project leader
- Training 7x7 hours
- Black Belt
- Project leader
- External training
- Master Black Belt
- Internal trainer Lean Six Sigma
- Project leader
- External training
Frans will provide the internal training courses from White Belt up to and including Green Belt. If an employee wants to develop further in the method after obtaining the Green Belt certificate, external training can be followed. The goal is for all our employees to be Lean Six Sigma certified by the end of 2023.
Certification according to ISO 13053 Six Sigma
To complement our innovative training strategy, we have recently been certified according to ISO 13053 Six Sigma. This standard can be supplemented with Lean and describes the application of the tools used within the Six Sigma method. In addition, it sets requirements for Six Sigma training courses. The ISO 13053 is used worldwide and thus strengthens international recognition.
Certification according to ISO 13053 is intended for organizations that have deeply embedded Six Sigma in their business operations. The standard consists of two parts:
- ISO 13053-1
The DMAIC model is central to this first part. The certification provides best practices, including the roles, knowledge and training of employees within projects.
- ISO 13053-2
Description of the tools and techniques used within the five steps according to DMAIC. This second part provides an in-depth look at the possibilities for application and the expected outcome.
Our entire organization
Oldenburger|Fritom has focused on the certification according to the first part, ISO 13053-1. Last november, an extensive audit was carried out by Kiwa, a company that offers worldwide services in the field of testing, inspection and certification. Kiwa recently informed us that we have obtained the certificate. As far as we know, Oldenburger|Fritom is the only logistics service provider in the Netherlands that has been certified according to this standard. With this we distinguish ourselves and we lay the foundation in our entire organization for the application of Lean Six Sigma in practice.
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