Welcome to Our VA Lean Six Sigma FAQs Page!

VA Innovation is a business management consultancy specialising in Lean and Six Sigma implementations and business transformation. What sets VA apart from other traditional consultancy is that we work with you and your subject matter experts to develop bespoke systems and best practices that work for your business, maximising the return on investment and sustained improvement. If you and your company are looking to improve revenue and drive growth or consolidate market share and control costs, we use modern methodologies and a logical approach to develop a solution with you that will fit your business requirements.

VA Innovation is a specialist in Lean and Six Sigma business practices, we have worked across a diverse range of businesses across several different industries. We believe the best way to success is through developing partnerships with our clients and truly understanding their business requirements rather than a ‘one size fits all approach’ that way we can support and impact the root of the problem and make improvements from the outset. Whether it is a one-off project which needs finally resolving, additional business support on an interim basis or a longstanding requirement developing a complex program to implement a structured culture change. We have the skills and empathy to get the job done.

Visual Management Boards provide your team with a means to display and easily communicate the status of key production or business metrics. The aim is to have a visual display that is clear, relevant and simple for anyone to understand and use at a glance. VA Innovation has developed bespoke whiteboards, with metrics updated by hand and the use of colour coding, such as a “traffic light” system to enable your team to tell at a glance how things are going, as well as what is being done when things aren’t going well. The type of metrics can vary, depending on the type of team and industry you are in. Team boards follow the philosophy that what gets measured gets managed, so key metrics that cover a variety of focuses add value. These can be modified to suit each team and support where they are along their lean journey. 

SQDCP is a daily process management tool for quickly providing a visual assessment of how the process is operating, based upon 5 main criteria: Safety, Quality, Delivery, Cost and People. SQDCP is a daily 15-minute meeting that takes place in the relevant work area. Each pillar is managed via a metric indicating whether performance is on target (green) or off target (red), a trend and a rolling action item list. Utilising this methodical approach to managing daily operations, SQDCP encourages accountability for the results that allows the right people to ask the right questions while escalating and descending information in a timely fashion.

VA Innovation has developed an implementation method that effectively and efficiently develops the correct metrics. These will provide insight while training and developing colleagues to assess issues, develop countermeasures and continually improve processes along with Safety and CI culture. Perfect for businesses growing through acquistion. 

Occasionally change is upon us but we haven’t got the change agents, the available resource or sometimes the knowledge and leadership to truly drive what is needed. Recruitment takes time and it’s an additional expense so we ultimately let the opportunity pass us by.

VA Innovation is a specialist in implementing change and business transformation, we work with our clients as partners to provide the service they need in the time frame they decide. Don’t let opportunities slip through your fingertips. If you are ready to reach your potential, we are right there with you.

Process Improvement is the proactive task of identifying, analyzing and improving existing business processes to perform better than the previous standard. Tying in well with Lean Six Sigma methodology and the DMAIC framework.

Not to be confused with fixing or maintaining a process i.e. getting the process back to a previous standard after a dropoff.

Lean and Lean Manufacturing is a methodology based on reducing waste within manufacturing processes therefore simultaneously increasing profitability by improving efficiency, productivity and utilisation.

It works by reducing or removing processes, activities, products or services that require time, money or skills but do not create value for the customer therefore they are considered non-value add or waste. The different types of waste are categorised into 8 categories and can be further explained in our glossary.

Firstly, Lean manufacturing improves process efficiency, reduces waste, and increases productivity this ultimately leads to improving profit margins and an element of control that can be missing from more traditional methods. 

However the benefits of adopting a CI framework and culture that promotes creativity from people and high standards ensure stability and consistency that suits progressive businesses targeting growth. It is a tried and tested methodology and framework that has been adopted by the likes of Toyota, Rolls Royce, Nike, Caterpillar, Parker Hannifin and Intel to great success.

Continuous Improvement (CI) and Innovation are two mutually exclusive concepts, however, that doesn't mean they don't work effectively together.  CI focuses on daily incremental improvements and a commitment from the business to consistently look to improve in all areas; processes, people and products. While Innovation is specifically turning an idea, usually a solution to a problem, into reality.

You don't necessarily need one to benefit from the other, but if a business is serious about practising CI culture, realising the productivity and efficiency gains that lead to profitability, coupling with Innovation ensures your business has a route to continually develop and produce solutions and processes that deliver positive outcomes.

In short, yes you can capitalise project management costs. Typically CAPEX (Capital Expenditure) is an expense a business incurs to create a benefit or improvement in the future. While OPEX (Operational Expenditure) covers the daily running costs of maintaining the business

ISO for Lean refers to the international standards that provide guidelines and requirements for the application of Lean principles and methodologies in various industries. These standards aim to ensure that Lean practices are implemented consistently and effectively across organisations, leading to genuine improvements in efficiency, waste reduction, and overall operational excellence.

ISO 18404:2015 specifies the competencies and qualifications required for both individuals and organisations in relation to Lean and Six Sigma practices. For individuals, it defines the expertise needed for Lean practitioners (such as Lean Leaders and Lean Experts) and Six Sigma practitioners (like Green Belts and Black Belts). For organisations, it sets out the criteria for evaluating the effective implementation and maturity of Lean and Six Sigma practices. Adopting ISO 18404:2015 ensures that Lean and Six Sigma methodologies are applied with a consistent and high standard of proficiency.

While Lean Six Sigma offers a robust framework for operational excellence, its effectiveness can be influenced by various factors. Strong leadership commitment is essential to guide and sustain the initiative. Sometimes, challenges arise when there's a gap in comprehensive training or a nuanced understanding of the methodologies. Effective communication, employee engagement, and a clear vision can enhance the adoption process. It's also important to set realistic expectations and allow processes to mature, continuously monitoring and adapting as necessary. Lean Six Sigma is as much about organisational culture and people as it is about tools and techniques. Embracing it holistically and committing to continuous improvement often leads to the most fruitful outcomes.

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