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Lean Six Sigma Project Examples | 17 Full Case Studies

Ready to begin your first Lean Six Sigma project? Looking for examples for inspiration or reference to get you started? Here are some project storyboards from different industries and from home. Remember, Lean Six Sigma can help you with more than just work!

• Reducing Underwriting Resubmits by Over 20%  

Governments

• A Call to Change: Pioneering Lean Six Sigma at Los Angeles County  
• Can Lean Six Sigma Be Applied in County Government?  
• How the City of San Antonio Increased Payments for Street Maintenance Using Lean Six Sigma  
• Reducing Bid Tab Creation Cycle Time by 22%  
• Reducing Cycle Time for Natural Disaster Response by 50%  

Manufacturing

• Increasing First Run Parts From 60% to 90% With Lean Six Sigma  
• Reducing Bent/Scratched/Damaged (BSD) Scrap for Building Envelopes  
• Reducing Lead Time in Customer Replacement Part Orders by 41%  
• Reducing Learning Curve Ramp for Temp Employees by 2 Weeks  
• Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma  
• Herding Cats Using Lean Six Sigma: How to Plan for and Manage the Chaos of Parallel Processes  
• Lean Six Sigma Increases Daily Meat Production by 25%  
• Lean Six Sigma Helps Feed People In Need 45% Faster  
• Accelerating Lean Productivity With Immersive Collaboration  
• Reducing Incorrect Router Installations by 60% for Call One  
• Reducing Software Bug Fix Lead Time From 25 to 15 Days  

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[Updated 2023] Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint

Malvika Varma

One of the core objectives of a business is to lead the market. Companies that wish to be listed as one of the most prominent brands in the market need an occasional dose of overhaul and transformation. Industry leaders have to continuously look for ways of improvement in the corporate environment to stay relevant. A balance of robust methodology, business intelligence, and the use of the latest technology in an organization makes all the difference. 

In 1987, Motorola developed the Six Sigma organizational quality management methodology to achieve excellence. This data-driven improvement approach works on the DMAIC model by eliminating the defects in the process. The  D efine,  M easure,  A nalyse,  I mprove, and  C ontrol is a five-step process for improving the existing procedures in an enterprise. The problem-solving viewpoint of Six Sigma and DMAIC focuses on keeping the defects to a maximum of 3.4 per million opportunities. We have curated contemporary PowerPoint templates for delivering projects with improved results.

Streamline the business with our professionally designed Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint. As these templates are completely customizable, you can download and use them as per business requirements.

Let us dig in!

Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations To Download 

Template 1: Six-Sigma Process PowerPoint Presentation with Slide

Use this comprehensive presentation template to illustrate how Six Sigma, a data-driven methodology focused on eliminating defects, is today used in many industrial sectors. Now in its fourth decade, the quality management system helps businesses minimize errors, reduce costs and increase profit. The complete also highlights the process that marks Six Sigma, its roadmap, and answers the question of Why Six Sigma in three slides. Illustrate to your audience your expertise in Six Sigma methodologies as well, with a slide devoted to it, addressing both the challenges of defective reduction and cycle time reduction. The DMAIC Process also gets its due. Showcase your client why the voice of the customer matters in Six Sigma and the relevance of Customer CTQs (Critical to Quality Tree). The Kano Analysis is the icing on the cake, while you also get to demonstrate process mapping through SIPOC. A Spaghetti Chart and Check Sheet close this outstanding presentation that is the ultimate answer to your search for quality in your business. Download now!

Download this template

Template 2: Six sigma process analysis and approach complete PowerPoint deck

The process mapping and SIPOC can be discussed engagingly by downloading our editable PowerPoint template. With this attention-grabbing PPT theme, you can present your views on Six Sigma methodology and have a successful brainstorming session. Elucidate the DMAIC model and suggest the ways of implementing it with our contemporary complete deck.

Template 3: Six Sigma Process Improvement PowerPoint Template

Share your insights with your colleagues with the help of this Six Sigma PowerPoint complete deck. State the agenda and the six sigma roadmap for your organization by downloading our stunning PowerPoint template. Highlight the significance of six sigma and its scope in various processes by introducing our editable theme. You can also explain the DMAIC process efficiently by this striking PowerPoint template.

Template 4: Six sigma principles and concepts PowerPoint presentation with slides

The six sigma principle is very important for the proper functioning of the existing processes in any organization. With the help of our editable PowerPoint template, you can efficiently illustrate the DMAIC process to your teammates. This complete deck is perfect for brainstorming sessions.

Template 5: Six-Sigma Quality Control and Management Process

This presentation template illustrates why you need to define and measure things before you can improve or control them. Use this PPT to describe your consumer requirement, then measure any defects in your product that stall your efforts to meet customer requirements. Now, analyze what it will take to resolve these defects; finally, improve and control the causes of breakdowns after implementing improvement solutions. In the last stage, control, focus on sustaining all learning from this DMAIC process. Win clients by sincerely attempting to introduce Six Sigma methods to your business processes. Download now!

Template 6: Six sigma strategy and methodology PowerPoint presentation with slides

Six sigma has a huge significance in the business world and it can be communicated impactfully with our editable PPT theme. Using this professionally designed complete deck, you can elucidate the factors which are responsible for the smooth operation of activities within the enterprise. Comprising 61 slides, this PPT template is a must for management meetings.

Template 7: Lean Six Sigma Tools PowerPoint Presentation

If ever you need a compendium on Lean Six Sigma Tools, this PPT template is the answer. Find everything you will ever need on the Six Sigma tool of DMAIC in this practical, professional slide. List all significant steps in defining, measuring, analyzing, improving, and controlling aspects of your method to enhance your product quality and services. Illustrate at least a dozen ways of defining a problem with this template. As always, the analysis section has the most subheads under it. Download now to showcase the actual year of authority you have acquired over all Lean Six Sigma tools.

Download this Lean Six Sigma Tools Template Now!

Template 8: DMAIC Six Sigma Approach For Business PowerPoint Template

Highlight the issues and the proposed problems using this comprehensively researched six sigma PowerPoint theme. You can also utilize this editable PPT template for delegating tasks to the team members. By employing our content ready PowerPoint slide you can edit the details as per requirement and present your views impactfully.

Template 9: Six Sigma Process Methodology PowerPoint Template

With the assistance of this pre-designed management PowerPoint theme, the process of DMAIC can be discussed with your colleagues. You can also utilize this PPT for educating management students. Coaching centers can also introduce this customizable PowerPoint background for explaining the DMAIC model. 

Template 10: Lean Six Sigma DMAIC Process Flow Chart PowerPoint Template

The process flow chart in this PowerPoint theme can elucidate the DMAIC process efficiently. You can discuss the various aspects of six sigma with the help of this pre-designed template. Management students can employ this PowerPoint background for projects.

Template 11: Six Sigma Process PowerPoint Template

This content-ready PowerPoint template can be employed for giving insight into the quality management process. You can discuss the stepwise process of six sigma using our pre-designed template. The color palette used here instantly grabs the attention of the audience. 

Template 12: DMAIC Process PowerPoint Template

Illustrate the DMAIC process using our editable PowerPoint template. Discuss the activities and factors involved in the six sigma process with our editable PPT. Expected deliverables can be stated using this editable PPT.

Template 13: Six Sigma DMAIC Controls PowerPoint Template

The process of six sigma and the DMAIC for effective management can be illustrated using our comprehensively researched PowerPoint template. Highlight the issues which raise a concern and discuss the solutions with this editable theme. 

Template 14

The application of lean six sigma in investment portfolios can be illustrated by incorporating our editable PowerPoint template. The visually appealing PowerPoint theme can be useful for seminars and conferences. 

Template 15: Six Sigma Process Presentation Visual Aid

Employ this amazingly designed management technique PowerPoint template for organizational success. Illustrate the tasks to be addressed using this contemporary PowerPoint template. 

Template 16: DMAIC Tool PowerPoint Template

DMAIC is an excellent management tool and it can be discussed with your colleagues by incorporating this editable PowerPoint theme. Using this editable PPT, you can elucidate every activity in a detailed manner. 

Template 17: Six Sigma Methodologies PowerPoint Template

Give a detailed overview of every six sigma methodology with the help of our comprehensively researched PowerPoint template. You can highlight the significance of each methodology and discuss its usage using this pre-designed PPT theme. 

Template 18: Business DMAIC PowerPoint Template

Define each DMAIC stage with the help of this content ready PowerPoint template. Give the highlights of how you can improve the process using this editable six sigma PowerPoint theme. 

Template 19: Why Six Sigma PowerPoint Template

Highlight the benefits of six sigma by introducing our editable PowerPoint template . The different key points such as data-driven approach, customer-focused methodology, and requirement trained individuals, etc. can be emphasized by employing this PPT.

Template 20: DMAIC Growth Methodology For Business PowerPoint Template

Growth methodologies for business and its impact can be effectively discussed with this comprehensively researched Six Sigma and DMAIC Templates. The icons used in this template adds to the visual appeal of the PPT theme. 

Take your business to new heights by introducing our Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint. Download these PPT themes and increase your revenue and emerge as a leader in the market.

FAQs on Six Sigma

What is six sigma.

How many errors are acceptable in a process? To answer this question, US engineer Bill Smith devised a technique to improve operations during his stint with Motorola in 1986. This technique is called Six Sigma, which over time has evolved into many Management techniques bundled together that help you control the quality of processes in business. Businesses can link error reduction to the quality of a process, thus giving a quantifiable measure to compare techniques and the efficiency of the people and ideas involved in it. As data is the primary fuel of Six Sigma, businesses can assume that less than four errors per million iterations of the process make it an excellent one. The bedrock of the Six Sigma process is statistics, with the Bell curve also playing a significant role in arriving at quality standards.

What are the six Sigma steps?

The steps in a Six Sigma process are standardized and easy to remember but difficult to execute. It requires a keen mind to first of all define the problem, then measure it in terms of actions that proactive management can take to improve business results. The third step is analysis, where again the emphasis has to be on practicalities rather than theory; the fourth step of improving, suggestions have to come from a hands-on perspective. In the last type of controlling, managers have to watch out for measures that can take the process backward. Ensuring quality control within relevant, decided-upon parameters becomes vital at this stage. Beware that each of the five steps in the DMAIC is subject to the managers' and businesses' unique perspectives. When done right, Six Sigma can yield fabulous results, as it has done in the case of the Indian city of Mumbai; the tiffin service there consistently ranks well on this golden standard of quality of a process.

What are the Six Sigma tools?

At least seven powerful tools are in vogue with the Six Sigma concept. These are: Cause-and-Effect Analysis; Flowchart; Pareto Chart; Histogram; Check Sheets; Scatter Plot, and Control Chart. Part of the measuring stage of the DMAIC, the Check Sheet, for instance, allows you to keep track of defect types/event occurrences over time to map out a correlation between the occurrence of these defects. The question sought to be answered is: Is a particular time or batch of the production process more prone to defects? Similarly, each of the seven techniques falls under the one-umbrella head of the DMAIC and allows businesses to answer one central question related to process quality.

How do you successfully implement Six Sigma?

Successful implementation of Six Sigma requires cooperation from all stakeholders and an educated application of the tools and techniques that the process entails. The cost-benefit analysis of Six Sigma is heavily in favor of implementing it to the best of your ability. Not doing it is counterproductive, as your processes remain riddled with errors, with the quality emerging as the casualty. Corporations have done it using separate teams for each DMAIC parameter or deploying cross-functional teams. Businesses will find that an independent unit for each parameter is the best option when starting with the DMAIC. Once the Six Sigma process is in place, you can reduce the flab of staff and adopt a more integrated approach. Companies that have done it are Abbot, 3M, Amazon, and virtually every Fortune 500 business.

How does Six Sigma help in quality control?

The main aim of Six Sigma is quality control through a reduction in defects. To do this, it mandates the deployment of both statistical and qualitative tools and techniques. An example is using a scatter plot to determine the relationship between two variables, one of which could be the number of defects, and the other could be the variable assumed to cause the shortcoming. Such analysis, institutionalized through the acronym of DMAIC, allows for perfect levels of quality control. With numbers doing their bits, the quality of products can also increase as human resources and management can think of newer ways to enhance the functionality of products and services.

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Category: Case Studies

Case Study: Using Six Sigma in a Non-Six Sigma Culture

Anyone who has worked in manufacturing has probably experienced some level of finger-pointing when shipments fall short of expectations. Though there could be multiple reasons for a missed customer delivery, somehow it is always the other department’s fault. In extreme circumstances, several months of missing targets without effectively defining the root causes and addressing them […]

U.S.A.F. Uses Continuous Process Improvement on the B-2 Bomber: Part 2

In this case study, the 509th Maintenance Group of the U.S. Air Force used an eight-step continuous improvement approach to balance its resources and meet both flying hour program requirements and aircraft availability. Part 1 focused on steps 1 through 4. Part 2 looks at continuing to make improvements with steps 5 through 8. Step […]

U.S.A.F. Uses Continuous Process Improvement on the B-2 Bomber: Part 1

In this case study, the 509th Maintenance Group of the U.S. Air Force used an eight-step continuous process improvement approach to balance its resources and meet both flying hour program requirements and aircraft availability needs. This week looks at steps 1 through 4. Part 2 looks at steps 5 through 8. Introduction The B-2 bomber […]

Project Examples from an LSS Deployment for Cultural Transformation

My company benchmarked against other manufacturing businesses before starting its cultural transformation change. They formed a team and visited companies including Toyota, GM, Milliken, Caterpillar, John Deere, Chrysler, Du Pont and Johnson Controls. After talking to each company about their cultures and continuous improvement processes, my company started to put together a roadmap for transformation. […]

Case Study: Increase Revenue by Decreasing Prices

A division of a diversified organization develops and manufactures samples of new drugs for clinical trials. This work entails different typical manufacturing problems for the following reasons: Quantity requirements can vary from a few grams to several tons from order to order. The effort of research and development (R&D) is central; new processes have to […]

The Cost of Customer Misalignment (& How to Fix It)

This consumer products company has a large portfolio of products. Working with key customers, the company develops and promotes brand marketing programs to help the customer improve their sales which increases the company’s revenue as well. The CEO of the company realized the percentage of successful promotions was less than he expected. At the same […]

Data Transformations Helped One Company Better Analyze Their Process Data

Normality of the data is an underlying assumption for the use of many statistical tools. When normality doesn’t exist, transforming the data may be necessary. Let’s see how one company did that.

How Design of Experiments (DOE) Helped a Pharma Company Extend Product Shelf Life

Through the use of Design of Experiments (DOE), a pharmaceutical company was able to extend the shelf life for one of its life saving liquid oncology medicines. Let’s see how this saved the company money, lowered the price of the drug and helped save lives. 

Chi-Square Analysis Helped This Company Increase Sales by 8.9%

Chi-square analysis is a powerful tool for examining the relationship between variables formatted in a table. One consumer products company used it to look at its consumers in a different way, resulting in a significant increase in sales and profitability of its product portfolio.  Traditionally, an organization’s sales and marketing department makes advertising decisions based […]

Using Failure Modes and Effects Analysis (FMEA) Reduced Adverse Medical Events at This Hospital

After experiencing multiple adverse medical events, one large hospital system moved from the sole use of a reactive root cause analysis approach to include a proactive Failure Modes and Effects Analysis strategy, which significantly reduced adverse medical events.  As was the strategy at the time, a large tax supported public health system relied on root […]

Conjoint Analysis Helped This Company Develop a Blockbuster New Packaging Design and Sell More Product

Stop guessing what your customers value in your product or service. Use conjoint analysis to determine what features are most important to them and have the data to support your decisions. Conjoint analysis is often described as a design of experiments (DOE) for marketing. It is a structured way to help you identify and evaluate […]

Basic Six Sigma Tools Helped This Company Reduce Waste and Product Rejections

How hard can it be to make orange juice? As one large global company found out, no single Six Sigma tool will solve all the problems in an organization. However, the integration of a number of tools such as correlation, Measurement System Analysis (MSA), control charts, and process capability will help solve many of them.  […]

Using Binary Logistic Regression Helped a Global Financial Company Win More Business 

Let’s look at the financial division of a global conglomerate. One of its businesses was providing loans to corporate clients. Although a dominant player in the market, the company still had to compete with other organizations to provide financing and lending to myriad businesses. By using binary logistic regression to help refine its lending offers, […]

Control Charts and Employee Engagement Helped This Company Save Over $150,000 in One Year 

Providing the proper organizational environment for engaging people in your continuous improvement effort will provide large benefits for your organization. In this study, we look at how the combination of using control charts and providing an environment for people engagement helped one company achieve significant financial benefits. Control charts are a powerful tool for understanding […]

Verifying Their Data With Measurement System Analysis (MSA) Saved This Company $1M

Most businesses today brag about how they make data driven decisions on important company issues. But, what if the data is not accurate or reflective of what is really going on in the company? You might be making the wrong business decisions and inadvertently costing your company lots of money. Let’s see how one company […]

How Root Cause Analysis (and Employee Engagement) Can Save Lives and Prevent Injuries

A company producing commercial ink products noticed that injury rates during one step in their manufacturing process were rising after the introduction of a new product. A Lean Six Sigma Master Black Belt (MBB) consultant was hired to help the company try to resolve this serious problem. Was there a simple solution, or would it […]

Using SIPOC-(R) to Assess Team Culture Leads to Meaningful Dialogue About Communication

Culture is the “white whale” of leadership: in Moby Dick, Captain Ahab was obsessed with capturing the white whale, and modern leaders have a similar obsession with developing organizational culture.  Lean Six Sigma organizations task themselves with fostering a culture of continuous improvement (or kaizen) that draws from customer requirements, objective data and metrics, and […]

Case Study: Using RACI and Swimlane in the Pandemic

The problem: Healthcare providers needed to safely care for patients over the course of the pandemic. But how could they keep everyone safe without adequate supply of N95 masks?

Improved Rescue Time from a Bolling Mill Machine

While a Bolling mill machine creates uniform sheets of rubber with ease, it also poses a danger to an operator’s hands. Reducing rescue time and improving safety measures made for a successful Yellow Belt project in one lab.

Quick Wins Can Successfully Launch Operational Excellence in Healthcare

If the Mayo Clinic can do it, so can you! Let this case study at the medical organization’s Phoenix Transplant Center be your guide to operational excellence in healthcare settings.

Case Study: Streamlining a Hiring Process

How do you elevate a recruiting free-for-all into a standardized, efficient and well-respected process that gets new hires in the door faster? Hello, Lean Six Sigma!

Case Study: Edward Jones Adds Robotic Process Automation with Lean Six Sigma

In only three years, Edward Jones has realized more than a million dollars in cost avoidance through the use of bots combined with LSS.

Case Study: DMAIC Project Improves Hospital’s On-time Completion of Administrative Tasks

Healthcare is a heavily regulated industry and requires substantial amounts of paperwork. Paperwork may not be as pressing as patient care, but it must be done in a timely fashion. A Lean Six Sigma project reduced the task delinquency rate in its residency program.

Case Study: Reducing Purchase Order Cycle Time, Part 2

A Green Belt project aimed at reducing the cycle time for purchase orders finds the bottleneck and dramatically improves the process, exceeding the project’s original goals, and even realizes bonus benefits.

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Six Sigma Infographics

Free google slides theme and powerpoint template.

What you'll find in this new template is a collection of infographics of the Six Sigma strategy, one of the best tools for process improvement. Our designs make use of gradients and come with five elements in order to represent the DMAIC methodology (Define, Measure, Analyze, Improve and Control). This allows you to show exactly your input on each phase. You'll soon see the results!

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Case Studies

Get a complete insight to our projects. Learn on what problems we faced, what were the parameters, and how we weaved the way to business success. Have a look at our case studies.

Demonstration of Six Sigma Principles through Catalent Pharma Solutions

Case Study: Lean Six Sigma Improves Environment – Baxter Manufacturing

Case Study: Lean 6 Sigma in Aerospace Manufacturer Streamlines Processes & Improves Cycle Time

3M Six Sigma Case Study – Pollution Prevention – 6sigma

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The Toyota 3M Model: Unlocking Lean Manufacturing Mastery

April 19th, 2024

Companies always look for ways to smooth out their work flows, remove wasted effort and maximize productivity. At the core of this objective lies the famous Toyota 3M Model, a time-tested framework that transformed manufacturing for many industries.

The Toyota 3M Model, based on the groundbreaking ideas behind Toyota’s Production System , zeroes in on pinpointing and solving three main obstacles standing between work and efficiency: Waste, Imbalance and Overdoing It.

By methodically handling these three related issues, businesses unlock their full capability while also nurturing an attitude of constant upgrading. This delivers unbeatable value to their customers through streamlined, optimized operations.

Over the long haul, the 3M Model typically improves quality and cost advantages when properly applied. Its proven success stems from focusing resources on what really moves the needle versus nonessential activities.

Key Highlights

• An overview of the Toyota 3M Model: Muda (waste), Mura (unevenness), and Muri (overburden)
• Exploring each “M” and its impact on business processes
• Proven strategies for identifying and eliminating Muda, managing Mura, and preventing Muri
• Integration of lean principles and tools, including Value Stream Mapping, Kaizen, 5S, Kanban, and more
• Case studies showcasing successful implementations of the 3M Model across industries
• Insights into the future of lean manufacturing and the evolving role of the 3M Model
• Practical tips and best practices from a Master Black Belt with extensive industry experience

What is the Toyota 3M Model?

The Toyota 3M Model is a comprehensive framework that lies at the heart of the Toyota Production System (TPS) , a pioneering philosophy that has revolutionized the way we approach manufacturing and process improvement. 

Developed by the Toyota Motor Corporation in the latter half of the 20th century, this model has become a cornerstone of lean manufacturing principles , providing a structured approach to identifying and eliminating waste, variability, and strain within complex operations.

Origins of the Toyota Production System

The roots of the Toyota 3M model can be traced back to the post-World War II era when Japan was in a state of rebuilding. 

Faced with limited resources and a pressing need for efficiency, the Toyota Motor Corporation embarked on a journey to streamline its production processes. 

Under the visionary leadership of Taiichi Ohno and Shigeo Shingo, Toyota developed a revolutionary system that challenged traditional mass production methods.

The Toyota Production System (TPS) was born out of the relentless pursuit of waste elimination and continuous improvement. It emphasized the principles of just-in-time production , built-in quality, and respect for people – concepts that were groundbreaking at the time. 

The TPS quickly gained recognition for its ability to produce high-quality products with minimal waste, setting the stage for the broader adoption of lean manufacturing principles worldwide.

Understanding The 3Ms: Muda, Mura, and Muri

Muda (waste).

Muda, the Japanese term for waste, lies at the core of the Toyota 3M model. It represents any activity or process that fails to add value from the customer’s perspective, consuming resources without contributing to the desired outcome. 

Identifying and eliminating muda is crucial for optimizing operations, reducing costs, and enhancing overall efficiency.

Types of Muda

The Toyota Production System recognizes seven commonly encountered types of muda:

• Defects : Products or services that fail to meet quality standards, resulting in rework, scrap, or customer dissatisfaction.
• Overproduction : Producing more than what is required by the customer, leading to excess inventory and associated costs.
• Waiting : Idle time spent by employees or equipment due to bottlenecks, lack of synchronization, or inefficient material flow.
• Non-Utilized Talent : Failing to leverage the full potential and creativity of employees, resulting in lost opportunities for improvement.
• Transportation : Unnecessary movement of materials, products, or information, which adds no value and increases the risk of damage or loss.
• Inventory : Excess raw materials, work-in-process, or finished goods, which tie up capital and can lead to obsolescence or spoilage.
• Motion : Unnecessary movement of people or equipment, which can cause fatigue, safety hazards, and inefficiencies.

Identifying and Eliminating Muda

Identifying muda requires a keen eye for detail and a deep understanding of the processes involved. Value Stream Mapping , a powerful lean tool, can help visualize the flow of information and materials, making it easier to pinpoint areas of waste. 

Additionally, techniques like Gemba walks (observing processes firsthand) and employee engagement can provide valuable insights into hidden forms of muda.

Once identified, muda can be addressed through various lean tools and methodologies, such as 5S (Sort, Set in Order, Shine, Standardize, Sustain), Kaizen ( continuous improvement ), and Poka-Yoke ( mistake-proofing ).

Mura (Unevenness)

Mura, or unevenness, refers to the variability and inconsistencies that can disrupt the smooth flow of work. 

This can manifest in various forms, such as fluctuations in customer demand, variations in product mix, or inconsistencies in process steps. 

Mura can lead to imbalances in workloads, accumulation of work-in-process inventory, and potential bottlenecks, all of which contribute to inefficiencies and waste.

Common causes of mura include:

• Fluctuations in Customer Demand: Seasonal variations, market trends, or changes in customer preferences can create uneven demand patterns, making it challenging to maintain a consistent production rate.
• Product Variation: Producing a diverse range of products with varying specifications, materials, or processes can introduce variability into the workflow.
• Inconsistent Processes: Lack of standardization in processes or variations in employee skills and methods can lead to inconsistencies in cycle times, quality, or output.

Managing Mura (Heijunka, Kanban, JIT)

To address mura and achieve a more consistent and stable workflow, organizations can employ several lean techniques:

• Heijunka (Production Leveling): This principle involves smoothing out production by creating a more consistent schedule and workload, reducing the impact of demand fluctuations.
• Kanban: A pull system that controls the flow of materials and information based on actual customer demand, minimizing overproduction and inventory buildup.
• Just-in-Time (JIT): A production philosophy that aims to produce the right parts, at the right time, in the right quantities, reducing waste and enhancing flexibility.

By implementing these strategies, organizations can better manage mura, achieve a more predictable workflow, and minimize the negative impacts of variability on their operations.

Muri (Overburden)

Muri, or overburden, refers to the strain placed on people, equipment, or systems beyond their reasonable capacities. When muri is present, it can manifest in various forms, including:

Breakdowns : Increased frequency of equipment failures or malfunctions due to excessive strain or lack of proper maintenance.

Burnout : Employee exhaustion, stress, and disengagement resulting from consistently working beyond their physical or mental limits.

Absenteeism : Higher rates of employee absences due to illness, injury, or emotional distress caused by overwork or unreasonable working conditions.

Quality Issues : Increased defects, errors, or non-conformities in products or services due to fatigue, inattention, or rushed processes.

Recognizing these signs is crucial for identifying the presence of muri and taking corrective action before more severe consequences occur.

Preventing Muri

To prevent muri and promote a safe, sustainable, and efficient work environment, organizations can implement various strategies:

• Standardized Work: Establishing consistent and documented procedures for tasks, ensuring that employees are not overexerting themselves and that processes are optimized for efficiency and ergonomics .
• Total Productive Maintenance (TPM): A systematic approach to maintaining and improving the integrity of equipment through regular maintenance, operator involvement, and continuous improvement.
• Autonomation (Autonomation): Implementing intelligent automation and mistake-proofing mechanisms that prevent equipment from continuing to operate when defects or abnormalities are detected, reducing the risk of overburden and potential damage.

By adopting these practices, organizations can strike a balance between productivity and employee well-being, ensuring that people and equipment operate within their designed capabilities while maintaining a sustainable and efficient workflow.

Implementing Lean Principles with the Toyota 3M Model

The Toyota 3M Model serves as a powerful foundation for implementing lean principles within an organization. 

By addressing the three interrelated challenges of muda, mura, and muri, this model provides a comprehensive approach to continuous improvement and waste elimination. 

However, simply understanding the concepts is not enough; successful implementation requires a systematic approach and the utilization of proven lean tools and techniques.

Value Stream Mapping

One of the most effective tools for identifying and addressing muda, mura, and muri within a process is Value Stream Mapping (VSM) . 

This lean technique involves visualizing the entire flow of information, materials, and processes, from the initial raw materials to the final product or service delivery. 

By mapping out the current state of operations, organizations can pinpoint areas of waste, unevenness, and overburden, as well as identify opportunities for improvement.

Kaizen and Continuous Improvement

At the heart of lean principles lies the concept of Kaizen or continuous improvement . 

This philosophy encourages a relentless pursuit of perfection, empowering employees at all levels to identify and implement incremental improvements daily. 

By fostering a culture of Kaizen, organizations can continuously address muda, mura, and muri, ensuring that processes remain streamlined, consistent, and sustainable.

Through Kaizen events and regular improvement cycles, teams can analyze data, brainstorm solutions, and implement countermeasures to address the root causes of waste, variability, and overburden. 

This iterative approach not only enhances processes but also cultivates a mindset of problem-solving and ownership among employees, driving lasting cultural transformation within the organization.

Lean Tools and Techniques

The Toyota 3M Model is supported by a robust arsenal of lean tools and techniques, each designed to tackle specific aspects of muda, mura, and muri. 

From the foundational 5S methodology (Sort, Set in Order, Shine, Standardize, Sustain) to advanced techniques like Poka-Yoke (mistake-proofing) and Single-Minute Exchange of Die (SMED) for rapid changeovers, these tools provide practical solutions for optimizing processes and eliminating waste.

For instance, the 5S system helps create an organized and visually controlled work environment, reducing motion waste and improving productivity. 

Poka-Yoke, on the other hand, focuses on error-proofing processe s, minimizing defects, and ensuring consistent quality.

SMED techniques enable faster changeovers, reducing setup times and addressing unevenness in production schedules.

By strategically combining these lean tools and techniques, organizations can effectively address the three Ms of the Toyota 3M model, streamlining operations, enhancing efficiency, and delivering superior value to their customers.

Benefits of the Toyota 3M Model

The implementation of the Toyota 3M Model has proven to be a game-changer for organizations across various industries. 

By systematically addressing muda, mura, and muri, this framework not only enhances operational efficiency but also drives substantial improvements in productivity, cost savings, and customer satisfaction.

Improved Efficiency and Productivity

One of the most profound benefits of the Toyota 3M Model is its ability to streamline processes and eliminate non-value-added activities. 

By eliminating muda (waste), organizations can optimize their workflows, reducing lead times and increasing throughput.

This, in turn, translates into improved productivity and higher output with the same or fewer resources.

This balanced approach not only enhances productivity but also fosters a more engaged and motivated workforce, further contributing to overall operational excellence .

Reduced Costs and Waste with Toyota 3M Model

The Toyota 3M Model’s focus on waste elimination and continuous improvement directly impacts an organization’s bottom line. 

By reducing or eliminating muda, such as overproduction, excess inventory, and defects, organizations can significantly cut costs associated with rework, scrap, and unnecessary consumption of resources.

This lean approach enables organizations to operate more efficiently, reducing their overall operational costs and improving their profitability.

Enhanced Quality and Customer Satisfaction

Delivering high-quality products and services is a fundamental pursuit for any organization, and the Toyota 3M Model provides a robust framework for achieving this goal. 

By identifying and addressing muda, such as defects and overprocessing , organizations can significantly improve their quality standards and consistency.

This commitment to quality translates into increased customer satisfaction, strengthening brand loyalty and fostering long-term business success.

Case Studies and Examples of the Toyota 3M Model

While the Toyota 3M Model originated within the automotive industry, its principles and methodologies have proven to be universally applicable, driving transformative results across a wide range of sectors. 

Through some case studies and examples, we can gain a deeper appreciation for the impact of this powerful framework.

Toyota’s Success with the 3M Model

It would be remiss not to highlight the remarkable success story of the Toyota Motor Corporation itself, the birthplace of the 3M Model. 

Through the relentless pursuit of waste elimination and continuous improvement , Toyota has consistently ranked among the world’s most efficient and profitable automakers, setting industry benchmarks for quality, reliability, and innovation.

The implementation of the Toyota Production System (TPS), anchored by the 3M Model, has enabled Toyota to achieve unparalleled levels of operational excellence, delivering high-quality vehicles with minimal waste and exceptional efficiency. 

This success has inspired countless organizations worldwide to adopt lean principles and embrace the transformative power of the 3M Model.

Implementing Toyota 3M Model in Other Industries

While the origins of the Toyota 3M Model lie in manufacturing, its principles have transcended industry boundaries, yielding remarkable results across diverse sectors:

Hospitals and healthcare providers have embraced lean methodologies to streamline patient flow , reduce wait times, and minimize medical errors, ultimately improving patient care and satisfaction.

Financial Services

Banks and financial institutions have implemented lean principles to optimize back-office operations, enhance customer service, and reduce processing times, improving overall efficiency and competitiveness.

Lean initiatives within the retail industry have focused on optimizing supply chain management, reducing inventory levels, and enhancing in-store experiences, resulting in cost savings and improved customer satisfaction.

Public sector organizations have adopted the Toyota 3M Model to streamline administrative processes, reduce bureaucracy, and enhance service delivery, improving operational efficiency and accountability.

These examples demonstrate the versatility and universal applicability of the Toyota 3M Model, underscoring its potential to drive transformative change across industries and sectors.

The Future of Lean Manufacturing and the Toyota 3M Model

The Toyota 3M Model will undoubtedly continue to evolve and adapt to the changing business operations. 

Emerging technologies, such as automation, the Internet of Things (IoT), and advanced data analytics, present new opportunities for organizations to further optimize their processes and eliminate waste.

However, the core principles of the 3M Model – identifying and addressing muda, mura, and muri – will remain integral to any successful lean transformation. 

The ability to continuously improve, adapt, and innovate will be the key to sustaining a competitive edge in an increasingly and rapidly changing business environment.

The Toyota 3M Model, with its focus on waste, imbalance and overwork, has proven itself as a true game-changer for running things efficiently.

By laying out clear steps to find and fix unnecessary effort, inconsistencies and overload, this approach has helped countless companies streamline how work flows, lower expenses and better please customers.

Through smart strategies, tools and techniques, organizations effectively address the linked challenges outlined in the 3M Model. This nurtures a culture of constant upgrading.

Examples show how widely this powerful framework applies. No matter the industry, its priorities of eliminating fat, refining processes and respecting people deliver.

The Toyota 3M Model will keep progressing and adapting, embracing new tech and workforce needs.

But its core principles of removing waste , optimizing methods and valuing individuals remain essential for continuous progress and long term success, guiding smooth operations anywhere.

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Six Sigma Case Study v.2

Oct 21, 2012

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Six Sigma Case Study v.2. Dr. Ron Tibben-Lembke SCM 494. Six Sigma Case Study - POI. Paper Organizers International Filing, organizing, and paper shuffling services Uses MSD (metallic securing devices)

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• psd production costs
• inefficient labor costs
• quality employee morale business
• paper shuffling
• receive order
• potential six sigma projects

Presentation Transcript

Six Sigma Case Studyv.2 Dr. Ron Tibben-Lembke SCM 494

Six Sigma Case Study - POI • Paper Organizers International • Filing, organizing, and paper shuffling services • Uses MSD (metallic securing devices) • Increasing complaints from the Paper Shuffling Department (PSD) about MSDs breaking and failing to keep papers together • Customers’ papers can get mixed together • Purchasing wants to eliminate MSD complaints

Mission Statement • “Put the right information in the right place.” • Management created a list of objectives and projects that will support those objectives

President Director of Paper Shuffling Dept Business Objectives Increase # of orders Business Indicators # orders per Month (c chart) Area Objectives Increase # orders in PSD Area Indicators No. orders in PSD / mo. (c chart) Potential 6 Sigma projects New customer promotions project 1. avg. # services used per customer, per quarter 2. St dev. of # serv. used (x-bar and s) Increase # Services used by each customer in PSD 1. avg. # services used per PSD cust, per Q 2. St dev. Of # serv. used (x-bar and s) Existing customer promotions project Increase # of POI services used by each customer Minimize production costs Minimize production costs in PSD Production Costs in PSD/mo (I-MR chart) Prod costs per month (I-MR chart) MSD quality project # PSD employee Complaints/mo (c chart) Eliminate employee complaints # employee complaints per month (c chart) Eliminate PSD employee complaints Employee Morale project

Current Costs • Management considers costs production costs in PSD to be too high • Avg. Production costs of $1.1m per month • Standard deviation is $116k. • R-bar / d2 = $116,672 • Average is “too high” but process is under control

Production costs Normally distributed

Prioritizing Six Sigma Projects Potential Six Sigma Projects Existing Customer Promotions New Customer Promotions MSD Quality Employee Morale Business objective Weight 0.35 3 3 0 0 0.10 1 3 0 0 0.40 0 0 9 3 0.15 0 0 9 9 1.15 1.35 4.95 2.55 Increase # orders Increase # POI services used by each customer Minimize production costs Eliminate employee complaints Weighted average of potential

Starting MSD Project Champion and process owner make initial charter. • What is the name of the process? MSD purchasing • What is the aim? Purchase MSDs that improve productivity and morale of PSD • What is economic rationale? • Why do it at all? • Un-durable clips (<4 bends): lost papers, frustrated employees lead to higher processing costs, inefficient labor costs (60% cannot withstand test) • Functionality (broken in box): sorting costs, frustrated employees (60% of boxes have >5 broken MSDs)

Additional charter questions • Why do it now? High production costs, complaints • What business objectives are supported by project? Min. costs, reduce complaints • Consequences of not doing: lower profits, more employee complaints • What projects have higher priority? None. • What is the problem statement? • Low-quality MSDs create additional production costs and employee frustration • What is goal or desired state? • 100-fold increase in durability 0.6% from 60% • 10-fold every 2 years, so 100 over 4 year project • 100-fold would take from 600,000 DPMO to 6,000 DPMO, set goal as 4 sigma (p. 739)

More charter questions • What is scope? • Boundaries? When purchasing receives purchase orders, ends when MSD put in inventory • What is out of bounds? How employees use MSDs • What resources? $30,000, including salaries • Who can approve expenditures? Process owner • Can they go over $30,000? No. • What are obstacles? Budget, 21 weeks • What time commitment expected? Friday 8-9am meetings, progress reports • What about regular duties? OT may be required, not in budget

Gantt Chart for Project

MSD Project Benefits • Benefits: • Soft benefits: eliminating complaints from PSD and increasing employee morale • Hard benefits (financial): minimizing labor costs

Labor savings – Clipping expenses • 100 employees, 40 hrs/wk, spend 10% of time clipping = 400 hrs / wk clipping • $25 / hr * 400 hrs * 50 wks = $500,000 annual clipping expenses • 60% clips defective = $300,000? Currently? • 0.62% defective = $3,100? Improved system? • Annually, 20,000 hrs clipping = 10 employees • 60% = 12,000 wasted clipping hours currently • 0.62% = 124 wasted hours under improved system • Need 6 fewer employees • This does not including time lost from clips failing later, on work in process

Material Cost Savings • 300,000 projects per year, 10 clips each =3,000,000 clips needed each year. • 0.60 defect means 1/(1-0.6) = 2.5 clips used for each one needed = 7,500,000 used • 0.0062 means 1/(1-0.0062) = 1.00625 =3,018,000 clips used • Savings of 4,482,000 clips = $44,820 per year

Team Members • Champion • Process Owner • Team Leader – Black Belt • Team member 1 • Team member 2 • Finance representative • IT representative

Start SIPOC Purchasing receives order fromPaper Shuffling Department • -Suppliers • Inputs • Process • Outputs • Customers Purchasing agentcalls vendor No Does vendorhave MSDin stock? Yes Place order withvendor Receive order fromvendor Store productreceived intoinventory (newboxes go on bottomback of shelf) PSD removesproducts from inventory PSD uses Product Stop

Voice of the Customer • What emotions come to mind when you think about MSDs? • What needs and wants come to mind when you think about MSDs? • What complaints or problems would you like to mention about MSDs? • 3 themes: • Variation in durability • Variation in color • Variation in functionality (# broken MSDs in each box) • CTQ-Critical to Quality factors Tech Specs • Ability to withstand bending >= 4 bends w/o breaking • The number of different MSD colors = 1 color of MSDs • The number of broken MSDs in a box. <= 5 broken in box

Project Objectives • 1. Decrease (direction) the percentage that cannot withstand four or more bends without breaking (measure) bought by the purchasing department (process) to 0.62 percent (goal) by Jan. 1, 2005 (deadline). Go for 4 sigma! • 2. Decrease (direction) the percentage of boxes of MSDs with more than five broken clips (measure) bought by the purchasing deparment (process) to 0.62 percent (goal) by Jan. 1, 2005 (deadline) Go for 4 sigma! • 3. What happened to colors?

Measure phase-I Operationally Define CTQs • Operational definition for CTQ1: Durability • Take top-front box • Close eyes, randomly pull one out • Count number of bends until breaking • Do not count bend being made when it breaks • If >= bends, then MSD conforms, else defective

Operationally Define CTQ2 - Functionality • Take top-front box • Count the number of broken clips • If number of broken is <= 5, box is conforming • If number is > 5, box is defective • Use same boxes for both operational definitions

Measure Phase-II Gage repeatability and reproducibility • 10 top-front boxes tested by 2 inspectors, each box twice • Gage (or gauge) run chart shows no difference between the measurements from the two different inspectors

CTQ Baselines • Hourly inspections for both CTQs • Durability is # bends for one MSD before breaking • Functionality is # of broken clips • Yield is percentage of batches passing the standard • 6/16 passed each • Very similar to claim of 60% unacceptable

I-MR charts show durability not stable over time. • Different vendors, but deal with that soon

Durability “dot plot” – shows how many boxes had a particular durability level • Graph doesn’t look like Normal distribution • Maybe Poisson distribution

C-chart not in control, shift 2 tester bent more slowly, caused it to last longer

C-chart for Functionality under control

Dot-plot for Functionality • Dot-plot for Functionality looks Normally distributed

X’s also could be defined in measure phase Start Purchasing receives order fromPaper Shuffling Department Purchasing agentcalls vendor No Does vendorhave MSDin stock? Yes Place order withvendor Receive order fromvendor MSDs placed into inventory (new boxes go on the bottom back of shelf) PSD removesbox from inventory PSD uses MSDs Stop DetailedProcess Map X1 – Vendor (Ibix or Office Optimum) X2 – Size (Small or Large) X3 – Ridges (With or Without) X4 = Cycle time from order to receipt for MSDs X5 = Discrepancy in count from order placed and order received X6 = Cycle time to place product in inventory X7 = Inventory shelf time (in days) X8 = Type of usage (Large stack of paper or Small stack of paper)

Operational Definitions for each X • X1 – Vendor Ibix Office Optimum • X2 – Size Small Large • X3 – Ridges With Without • X8 – Usage Large stack Small stack • X4 – Cycle time, ordering to receipt (days) • X5 – Discrepancy: # ordered vs. received • X6 – Cycle time to place in inventory (days) • X7 – inventory shelf life (in days) Perform gage study on each, to make sure we can measure consistently (repeatability and reproducibility)

Baseline Data • Every hour for 2 weeks – 80 samples • Collect info about: • X1 vendor • X2 size • X3 ridges • Y1 Durability • Y2 Functionality • Other factors studied separately

Sample Day Hour X1 X2 X3 X7 Durability Function 1 Mon 1 1 0 0 7 2 5 2 Mon 2 0 1 0 7 2 9 3 Mon 3 0 0 1 7 10 7 4 Mon 4 0 1 0 7 1 4 5 Mon 5 0 0 0 7 7 3 6 Mon 6 0 1 1 7 2 5 7 Mon 7 0 1 1 7 1 9 8 Mon 8 0 0 0 7 7 5 9 Tue 1 0 1 0 8 2 8 10 Tue 2 0 1 0 8 1 7 11 Tue 3 0 1 0 8 1 13 12 Tue 4 1 1 1 8 9 5 13 Tue 5 1 1 0 8 9 9 14 Tue 6 1 1 1 8 10 11 15 Tue 7 1 1 1 8 10 11 16 Tue 8 0 0 1 8 8 9 17 Wed 1 1 1 1 9 8 11 18 Wed 2 1 0 0 9 1 11 19 Wed 3 1 1 1 9 10 11 20 Wed 4 0 0 0 9 7 11 21 Wed 5 1 1 1 9 9 9 22 Wed 6 0 0 1 9 9 5 23 Wed 7 1 0 1 9 2 11 24 Wed 8 1 0 0 9 1 10 25 Thu 1 1 0 1 10 1 14 26 Thu 2 0 1 1 10 1 10 27 Thu 3 1 1 1 10 8 13 28 Thu 4 0 0 1 10 10 12 29 Thu 5 0 0 0 10 7 14 30 Thu 6 0 1 1 10 3 13

Sample Day Hour X1 X2 X3 X7 Durability Function 31 Thu 7 0 0 0 10 9 13 32 Thu 8 1 1 1 10 8 11 33 Fri 1 0 1 0 1 2 0 34 Fri 2 0 1 0 1 2 1 35 Fri 3 0 1 0 1 1 6 36 Fri 4 0 1 0 1 3 3 37 Fri 5 0 1 0 1 2 2 38 Fri 6 1 1 0 1 10 6 39 Fri 7 0 0 1 1 10 0 40 Fri 8 0 1 0 1 2 0 41 Mon 1 0 1 1 4 3 4 42 Mon 2 0 1 0 4 3 7 43 Mon 3 0 1 1 4 3 3 44 Mon 4 0 0 0 4 10 2 45 Mon 5 1 1 0 4 8 5 46 Mon 6 0 1 1 4 3 4 47 Mon 7 1 0 0 4 1 4 48 Mon 8 0 0 1 4 10 5 49 Tue 1 1 1 1 5 11 6 50 Tue 2 1 0 1 5 3 4 51 Tue 3 1 1 0 5 10 6 52 Tue 4 1 0 1 5 3 5 53 Tue 5 1 0 0 5 2 4 54 Tue 6 0 0 0 5 9 5 55 Tue 7 0 0 1 5 9 5 56 Tue 8 0 1 0 5 3 7 57 Wed 1 0 0 1 6 9 5 58 Wed 2 1 1 0 6 9 7 59 Wed 3 0 0 0 6 9 5 60 Wed 4 1 0 0 6 2 6

Sample Day Hour X1 X2 X3 X7 Durability Function 61 Wed 5 1 0 1 6 2 5 62 Wed 6 1 1 1 6 10 5 63 Wed 7 0 1 0 6 1 7 64 Wed 8 0 1 0 6 2 5 65 Thu 1 0 0 1 7 10 7 66 Thu 2 1 1 0 7 9 5 67 Thu 3 1 0 0 7 1 7 68 Thu 4 0 1 0 7 2 5 69 Thu 5 1 0 1 7 1 6 70 Thu 6 0 1 0 7 1 5 71 Thu 7 1 0 0 7 1 8 72 Thu 8 1 1 1 7 10 5 73 Fri 1 0 1 1 8 3 7 74 Fri 2 1 1 1 8 9 7 75 Fri 3 1 0 0 8 1 13 76 Fri 4 0 1 1 8 2 8 77 Fri 5 0 1 1 8 3 9 78 Fri 6 1 1 1 8 8 10 79 Fri 7 1 0 1 8 3 11 80 Fri 8 0 0 1 8 10 11 Legend: X1 = Vendor (0 = Office Optimum and 1 = Ibix) X2 = Size (0 = Small and 1 = Large) X3 = Ridges (0 = Without and 1 = With) X7 = Inventory shelf time, in days

Baseline results • Durability 0.4625 • Functionality 0.425 • X1: Office Optimum 56.25% • X2: Small 42.50% • X3: Without ridges 50% • X7: Shelf life average 6.5 days • X7: Shelf life st. dev 2.5 days

Vendor (X1) and Durability Maybe Ibix is more durable? Ibix Off Opt.

Size (X2) and Durability Maybe small is more durable? Large Small

Ridges (X3) and Durability Maybe ridges are more durable? Ridges No ridges

Shelf Life (X7) and Durability

Vendor (X1) and Functionality Maybe Ibix is more functional? Ibix Off Opt.

Size (X2) and Functionality Maybe large is more functional? Large Small

Ridges (X3) and Functionality Maybe ridges are more functional? Ridges No ridges

Shelf Life (X7) and Functionality

Conclusions • Durability – no large effects from any X’s. • Vendor (X1=1 = Ibix) improves functionality • Size (X2=1= large) improves functionality • Ridges (X3=1) seem to improve functionality • Shelf Life (X7) – lower values have better functionality • Best plan is to buy Ibix large MSDs with ridges

Office Ibix small Lg No with Shelf Opt. Ridges Ridges Life

Conculsions – 2 • Best to buy • Ibix • Small • With Ridges • Shelf life doesn’t matter?

X1=Off Opt X1=Ibix Small Large No ridges Ridges

Conclusion? • Ridges don’t seem to affect durability • Buy small Office Optimum, or Large Ibix!

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