Lean Six Sigma is an organizational process improvement methodology. Motorola initiated Six Sigma in the 1980s to address company quality issues.
GE under Jack Welch popularized Six Sigma deployments in the mid-1990s. Many companies have followed the GE Six Sigma model. The GE model for Six Sigma incorporated process improvement practitioners called black belts and green belts to facility improvement efforts. Champions are to be executives that support the completion of the process improvement efforts, which are to have significant financial benefit.
Lean was added to Six Sigma around the beginning of the 21st century.
Six Sigma is traditional considered a methodology for reducing defects. Lean efforts focus on reducing organization waste. The seven types of lean waste are overproduction, waiting, transportation, inventory, over-processing, motion, and defects.
The metrics often associated with Six Sigma are striving to achieve a process output response of Six Sigma or 3.4 parts per million non-conformance rate. This rate of issue occurrence could be expressed as defects per million opportunities. Other metrics associated with Six Sigma are process capability indices such as Cp and Cpk.
Both Six Sigma and lean deployments have issues relative to metric reporting and silo implementations. These issues are overcome with the Integrated Enterprise Excellence (IEE) system.
Lean Six Sigma Master Black Belt Training needs to be more than a course in the use of advanced statistical tools. Lean Six Sigma Master Black Belt training needs to include business management techniques that link organizational scorecards with process improvement efforts so that the big picture benefits.
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In traditional Lean Six Sigma, process improvement is attempted using a Define, Measure, Analyze, Improve, and Control (DMAIC) roadmap. The author of the award-winning book, Implementing Six Sigma, shares how to implement a DMAIC roadmap for measurable Lean Six Sigma success.
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This lean Six Sigma introduction will provide history of this project based process improvement methodology. In addition, issues that lean Six Sigma has encountered will be presented, along with a next generation opportunity for improving the methodology so that these shortcomings are overcome.
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A company asked about our Lean Six Sigma Green Belt Certification training, where training is conducted in a classroom. A Lean Six Sigma process-improvement deployment can help organizations enhance their processes; however, the success of this effort in the long term depends upon how the organization undertakes their Lean Six Sigma deployment. In my response
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Described are attributes of Lean Six Sigma project selection criteria that should be considered when undertaking a Lean Six Sigma process improvement effort. Other Lean Six Sigma infrastructure and execution needs for creating a healthy process-improvement culture are also discussed. Need for Lean Six Sigma Project Selection Criteria Organizational Lean Six Sigma process improvement efforts
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This webinar provides Lean Six Sigma Master Black Belt Training student stories about a workshop that provides more than the teaching of advanced tools for executing a DMAIC project.
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These Lean Six Sigma Black Belt Training student stories provide testimonial insight to the benefits of the enhanced Integrated Enterprise Excellence (IEE) approach to Lean Six Sigma training.
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Lean Systems Thinking Management is an approach to reduce waste in the implementation using a Peter Senge systems thinking methodology to business management. This systems thinking approach bridges system thinking theory to practice where day-to-day and strategic decisions can be made when thinking in systems. A 9-step Integrated Enterprise Excellence (IEE) system will provide the
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There can be differences in the approach for calculation and determination of lean Six Sigma financial benefits. Let’s examine alternatives for the calculation.
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Structured steps for a Lean Six Sigma deployment strategy are provided in the below “Steps for Lean Six Sigma Success” PDF written by Forrest Breyfogle. With the described deployment strategy, focus is given to the avoidance of silo projects that may initially look good but do not provide much (if any) organization-as-a-whole benefit. The described
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