Documentos de Académico
Documentos de Profesional
Documentos de Cultura
hablamos sobre una serie de procesos que pueden ser implementados en una organización llamada
Six sigma, para poner en practicas en las organizaciones y poder cumplir con las necesidades de los
clientes de una empresa, en esta lectura nos explican acerca de un pensamiento de lean y nos
explican además en que cosiste, cuál es su modalidad y como implementarla, de igual manera nos
muestra la teoría de las restricciones como una mejora en el sistema para así saber que es mejor para
los procesos.
INTRODUCTION
We talk about a series of processes that can be implemented in an organization called Six sigma, to
put into practice in organizations and be able to meet the needs of a company's customers, in this
reading they explain to us about lean thinking and we They also explain what you sew, what its
modality is and how to implement it, in the same way it shows us the theory of restrictions as an
improvement in the system in order to know what is better for the processes.
OBJECTIVES
EVIDENCIA 1: WORKSHOP "SIX
OBJETIVOS
SIGMA, LEAN AND THE THEORY OF
CONSTRAINTS"
Conocer el concepto de SIX SIGMA y que cual es su beneficio para una organización.
Validar que es el pensamiento de lean y como se implementa
Cuál es el enfoque y en que consiste la teoría de las restricciones
Como implementar estos conocimientos en una organización.
Know the concept of SIX SIGMA and what is its benefit for an organization.
Validate what lean thinking is and how it is implemented
What is the approach and what is the theory of Restrictions
How to implement this knowledge in an organization.
1. After reading the above mentioned document, answer the following comprehension
questions.
a) What does Six Sigma do for an organization? How does it work? (¿Que hace Six
Sigma para una organización? ¿Como funciona?
1. Definir: comienzan por definir el proceso quienes son los clientes y cuáles son
sus problemas.
2. Medida: el enfoque mide el proceso, categorizando las características,
verificando los sistemas de medición y se recogen los datos.
3. Analizar: Una vez recopilador los datos, se analizan y se vuelven informaciones
importantes para la identificación del problema.
4. Mejorar: se desarrollan soluciones al problema y se hacen cambios en el
proceso.
5. Control: se realiza en un nivel deseado y prescindible, se pone bajo control esta
ultima parte es la parte sostenida de la Six Sigma.
Six Sigma states that by focusing on the reduction of variation, it will solve the
process and business problems, using a set of statistical tools to understand the
fluctuation of a process, the administration can begin to predict the Expected result
of that process. If the result is unsatisfactory, you can use associated tools to better
understand the elements that influence that process. Through a rigid and structured
research methodology, the elements of the SEN process understand more fully.
works with five steps define, measure, analyze, improve and control
1. Define: Begin by defining the process who are the customers and what are their
problems.
2. Measurement: The approach measures the process, categorizing the
characteristics, verifying the measurement systems and collecting the data.
3. Analyze: Once the data is compiled, we analyze and become important
information for the identification of the problem.
4. Improve: Solutions are developed to the problem and changes are made in the
process.1.
5. Control: It is done at a desired level and expendable, it is put under control this
last part is the sustained part of the Six Sigma.
b) What is Lean thinking? What are the five essential steps? (¿Que es el pensamiento
de Lean? ¿cuáles son los cinco pasos esenciales?
LEAN's thinking focuses on waste disposal that is defined as something that is not
necessary to produce the product or service, a common measure, the amount of time
the product is actually being worked on, this approach It manifests itself in an
emphasis on flow. The five essential steps in Lean are:
c) What is the focus of the Theory of Constraints? How does it improve a system?
(¿Cuál es el enfoque de la teoría de las restricciones? ¿Como mejora un sistema?)
La teoría de las restricciones se centra en la mejora del sistema que se define como
una serie de procesos interdependientes. Una analogía para un sistema de la cadena
un grupo de enlaces trabajando juntos hacia un objetivo general, la restricción es un
eslabón débil y el rendimiento de toda la cadena está limitada por la fuerza del
eslabón débil, en procesos de fabricación todo se ralentiza eso consta de cinco
pasos:
1. Identificar la restricción
2. Aprovechar la restricción
3. Subordinar otros procesos a la restricción
4. Elevar la restricción
5. Repetir el ciclo
The restriction theory focuses on improving the system that is defined as a series of
inter-dependent processes. An analogy for a chain system a group of links working
together towards a general objective, the restriction is a weak link and the
performance of the whole chain is limited by the strength of the weak link, in
manufacturing processes everything slows down that It consists of five steps:
In our project it would put into practice the thought of lean, as the reading is
evidenced, Lean identifies the value and the determination of the characteristics at
internal level and external points of the client, makes that they are valued terms of
as the specific product Meets the requirements and needs of customers at a specific
time. The necessary operations are defined as a prerequisite for other activities
being an essential part of the business. Lean focuses on eliminating waste and
improves flow, the product for less time in the process, reducing the chances of
damage. As the company observes all value-flow activities, the system restriction is
eliminated and performance is improved.
e) Contenido de la infografia .
4. STOCK INCESARIOS: No almacenar las materias primas y los productos que no son
solicitados por los clientes.
In OTEX the lean thinking is implemented minimizing the waste that damages the
processes that exert speed and improvement.
4. UNNECESSARY STOCK: Do not store raw materials and products that are not
requested by customers.
5. MOVEMENTS: Lack of planning in the processes, making the employees carry out
activities without having the need.
CONCLUSION
For all companies these technological tools are very important and they are simple to
reduce errors and so that the needs of customers are satisfied and in this evidence we can
see that we have very
good tools to optimize
processes and even so
there are companies or
organizations that
specialize in analyzing
all these types of aspects
that can be improved in
the processes, this makes the company more competitive in the face of healthy competition
from the different organizations in a country..
CONCLUSION
Para todas las empresas son de mucha importancia estas herramientas tecnológicas y son
simples para reducir los errores y para que aquellas necesidades de los clientes sean
satisfechas y en esta evidencia podemos ver que tenemos herramientas muy buenas para
optimizar los procesos y aun así existen empresa u organizaciones que se especializan en
analizar todos estos tipos de aspectos que se pueden mejorar en los procesos, esto hace que
la empresa sea mas competitiva ante la competencia sana de las diferentes organizaciones
en un país.
WEBGRAFIA
Spanishdict-http://www.spanishdict.com/traductor/CONCLUSION%0A
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How to compare Six Sigma, Lean and the theory of Contraints – Material
complementario SENA