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| Six Sigma DMAIC× | Mapowanie Strumienia Wartości (VSM)× | |
|---|---|---|
| Dziedzina | Zarządzanie jakością | Zarządzanie jakością |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 2014 | 1999 |
| Twórca≠ | Motorola; Pyzdek & Keller | Mike Rother & John Shook |
| Typ≠ | Structured process improvement methodology | Visual process analysis tool |
| Źródło pierwotne≠ | Pyzdek, T., & Keller, P. (2014). The Six Sigma Handbook (4th ed.). McGraw-Hill. ISBN: 978-0-07-184053-9 | Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute. ISBN: 978-0-9667843-0-5 |
| Inne nazwy | DMAIC Framework, Six Sigma Process Improvement Cycle, Define-Measure-Analyze-Improve-Control, Altı Sigma DMAIC | VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama |
| Pokrewne | 3 | 3 |
| Podsumowanie≠ | Six Sigma DMAIC is a data-driven, five-phase process improvement methodology — Define, Measure, Analyze, Improve, and Control — used to reduce defects and process variation to fewer than 3.4 defects per million opportunities. Originating at Motorola in the 1980s and systematized by practitioners including Pyzdek and Keller, it is widely adopted in manufacturing, healthcare, finance, and service industries seeking sustained quality gains. | Value Stream Mapping (VSM) is a lean management technique used to visualize, analyze, and improve the flow of materials and information required to bring a product or service from raw input to customer delivery. Introduced by Mike Rother and John Shook in their 1999 workbook Learning to See, VSM draws on the Toyota Production System tradition to expose waste, delays, and non-value-adding activities across the entire production value stream. |
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