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Ficha 1403920
Presentado a instructor:
Alexander Alzamora Pacheco
Armando Torres
Anllys Milena Saavedra Mendoza
Claudia Karina Tenganán
En esta lectura nos habla sobre una serie de herramientas que implementa una organización llamada
Six sigma para poner en practicas en las empresas y poder saciar las necesidades de los clientes de
una empresa, en esta lectura nos hablan de un pensamiento de lean y nos explican en que cosiste
cual 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
In this reading tells us about a series of tools that implements an organization called Six Sigma to
put into practice in the companies and to satisfy the needs of the clients of a company, in this
reading we talk about a Lean thinking and explain to us that it coexists its modality and how to
implement it, in the same way it shows the theory of the restrictions as an improvement in the
system to know that it is better for the processes.
OBJETIVOS
Saber que hace y que es SIX SIGMA y que hace ella para una organización.
Conocer que es el pensamiento de lean y como se puede implementar
Cual es el enfoque y en que consiste la teoría de las restricciones
Como implementar estos conocimientos en nuestra organización.
OBJECTIVES
Know what you do and what is SIX SIGMA and what does she do for an organization.
Know what is the thought of lean and how you can implement
What is the approach and what is the theory of Restrictions
How to implement this knowledge in our organization.
EVIDENCIA 1: WORKSHOP "SIX SIGMA, LEAN AND THE THEORY OF
CONSTRAINTS"
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:
d) Based on your project, choose one of the methodologies for your organization and
clearly support why you chose it. (Con base en su proyecto, elija una de las
metodologias para su organización y apoya claramente porque lo elegiste)
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.
2. WAITING TIMES: order to repair parts in time to avoid affecting the processes.
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
CONCLUSION
Always in all organizations are necessary these technological tools and simple to reduce the
errors and those needs of the customers are satisfied and here this text tells us that we have
tools and yet there are Company or organizations that specialize in analyzing all these types
of aspects that can be improved in the processes, this makes the company more competitive
to the healthy competition of the different organizations in a country.
CONCLUSION
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How to compare Six Sigma, Lean and the theory of Contraints – Material
complementario SENA