LEAN SIX SIGMA: EVERYTHING YOU NEED TO KNOW

Lean Six Sigma follows a systematic approach to process improvement, incorporating key steps to achieve operational excellence. The methodology typically involves a structured framework, often referred to as DMAIC, which stands for Define, Measure, Analyze, Improve, and Control.

Let’s take a closer look at each step in the DMAIC phase.

Objective: Clearly define the problem or improvement opportunity, set project goals, and establish the scope of the process to be addressed.

Outputs: Project charter, project scope, identification of key stakeholders, and a high-level view of the process.

Measure

Objective: Collect relevant data to understand the current state of the process, quantify its performance, and identify areas of improvement.

Outputs: Data collection plans, measurement system analysis, process maps, and baseline performance metrics.

Analyze

Objective: Analyze collected data to identify the root causes of issues, variations, or defects within the process.

Outputs: Root cause analysis, statistical analysis, cause-and-effect diagrams, and identification of critical process factors.

Improve

Objective: Develop and implement solutions to address the identified root causes, aiming to optimize and enhance the process.

Outputs: Implementation of process improvements, pilot testing, and validation of effectiveness.

Control

Objective: Establish controls and measures to ensure that the improvements are sustained over time and that the process remains within acceptable limits.

Outputs: Control plans, monitoring mechanisms, documentation of standard operating procedures, and ongoing performance tracking.

These steps, organized within the DMAIC framework, provide a structured and data-driven approach to process improvement. Lean Six Sigma emphasizes continuous improvement, and after completing the Control phase, organizations often loop back to the Define phase to identify new improvement opportunities and initiate the cycle again.

It’s important to note that Lean Six Sigma is not a one-size-fits-all approach, and organizations may customize the methodology based on their specific needs and industry requirements. Additionally, Lean Six Sigma projects are often led by trained professionals known as Green Belts or Black Belts, who apply statistical tools and techniques to guide the improvement initiatives.

What is Lean?

The Basics of Lean

• Value: Identify what the customer values and ensure that the organization’s activities are aligned to deliver that value.
• Value Stream: Map out the entire value stream for a product or service, highlighting every step involved from the beginning to the end.
• Flow: Optimize the flow of work by removing bottlenecks, minimizing delays, and ensuring a smooth and continuous process.
• Pull: Implement a pull system, where work is pulled based on actual demand rather than being pushed through the system based on forecasts.
• Perfection: Strive for continuous improvement and perfection by eliminating waste, improving processes, and fostering a culture of problem-solving.

Lean principles have been widely adopted beyond manufacturing and are applied in various industries, including healthcare, services, and software development, among others. The goal of Lean is to create more value for customers with fewer resources and less waste, leading to increased efficiency, improved quality, and higher customer satisfaction.

What is Six Sigma?

When we eat a restaurant, purchase a new hard drive, or travel on an airplane, we expect a certain level of quality. The role of Six Sigma is to ensure that this level of quality is delivered to the customer.

Sometimes, companies fail to meet this challenge.

Takata a Japanese manufacturer of auto airbags is one such example. These airbags relied on a compound of ammonium nitrate that expands upon impact, inflates the bag, and thereby protects the driver and passenger from head or body injuries.

However, the compound broke down when exposed to moisture and temperature swings. Some accidentally exploded sending metal fragments though the passenger compartment. In total 19 auto manufacturers recalled approximately 37 million vehicles in which over 50 million airbags were replaced. It was the largest recall in automotive history. Moreover, the human toll was substantial. Twelve people died and almost 200 were injured.

Key Principals of Six Sigma:

• Customer Focus
• Data-Driven Decision Making
• Process Focus
• Proactive Management
• Collaboration and Teamwork

Key Components

• Waste Elimination (Lean): Lean principles focus on identifying and eliminating waste in processes. This includes any activity that does not add value to the customer. By streamlining workflows and minimizing non-value-added activities, Lean contributes to improved efficiency.

• Variation Reduction (Six Sigma): Six Sigma, on the other hand, emphasizes reducing variation in processes to enhance quality. Through statistical analysis and data-driven decision-making, Six Sigma helps organizations achieve consistent and reliable outcomes, ultimately leading to fewer defects and errors.

Shared Principles

• Customer Focus: Both Lean and Six Sigma share a customer-centric approach, prioritizing the delivery of value to customers and meeting or exceeding their expectations.

• Continuous Improvement: Lean Six Sigma fosters a culture of continuous improvement. It encourages organizations to regularly assess and refine their processes to achieve optimal efficiency and quality.

By integrating Lean and Six Sigma principles, organizations can achieve a holistic approach to process improvement. Lean Six Sigma is particularly valuable for businesses seeking to optimize processes, reduce waste, enhance quality, and ultimately deliver superior value to customers. Whether applied in manufacturing, services, healthcare, or other industries, Lean Six Sigma provides a structured and proven framework for achieving operational excellence.

Process Maps are a visual representation of a process to understand the flow of activities, identify bottlenecks, and optimize the sequence of tasks.

Fishbone Diagram (Ishikawa or Cause-and-Effect Diagram):

Fishbone Diagrams serve as a visual tool to identify and categorize potential causes of a problem, aiding in root cause analysis.

SIPOC (Supplier, Input, Process, Output, Customer) Analysis:

SIPOC analysis is a high-level process map that defines the Suppliers, Inputs, Processes, Outputs, and Customers, providing a comprehensive view of the process.

Value Stream Mapping (VSM):

A Value Stream Map is a tool to analyze, visualize, and optimize the flow of materials and information throughout a process.

Control Charts:

Control Charts are statistical charts that monitor process stability over time, identifying variations and deviations from the norm.

Histograms:

A Histogram is a graphical representation of the distribution of a set of data, useful for understanding process variation.

Pareto Chart:

Pareto Charts are bar charts that prioritize issues by frequency or impact, helping focus efforts on the most significant problems.

Root Cause Analysis (RCA):

Root Cause Analysis is a systematic process to identify the underlying causes of problems, enabling effective solutions.

Failure Mode and Effect Analysis (FMEA):

FEMA is a structured approach to identify and prioritize potential failure modes in a process, assessing their impact and likelihood.

Kaizen Events:

Kaizen Events are essentially rapid improvement workshops that bring together a cross-functional team to achieve quick and tangible process improvements.

Regression Analysis:

Regression Analysis is used as a statistical tool to identify relationships between variables, useful for predicting and understanding the impact of process changes.

These top Lean Six Sigma tools are integral to the Lean Six Sigma methodology, supporting the systematic identification of issues, analysis of data, and implementation of targeted improvements to achieve enhanced process performance and customer satisfaction.

The importance of training and certification in Lean Six Sigma for professional development and process improvement is paramount.

Lean Six Sigma utilizes a six sigma belt based certification system to designate the level of expertise and responsibilities of individuals involved in process improvement projects. The belt levels in Lean Six Sigma are inspired by martial arts rankings and signify the level of training and experience. The most common belt levels are as shown below.

White Belt:

Entry-level designation for individuals who have basic awareness of Lean Six Sigma concepts but are not directly involved in projects. White Belts often support projects by providing input or participating in improvement activities.

Yellow Belt:

Individuals with a Yellow Belt have a foundational understanding of Lean Six Sigma principles and can actively participate as team members in improvement projects. They may lead smaller projects within their work areas.

Green Belt:

Green Belts are more advanced practitioners who lead or support improvement projects. They have a comprehensive understanding of Lean Six Sigma tools and methodologies and typically dedicate a portion of their time to process improvement activities.

Black Belt:

Black Belts are highly skilled practitioners responsible for leading significant improvement projects. They have in-depth knowledge of Lean Six Sigma methodologies and are capable of mentoring and coaching Green Belts. Black Belts often work full-time on improvement initiatives.

Master Black Belt:

Master Black Belts are seasoned experts in Lean Six Sigma. They provide strategic guidance, mentorship, and training to Black Belts and Green Belts. Master Black Belts play a crucial role in the deployment and success of Lean Six Sigma across the organization.

These belt levels create a structured hierarchy, allowing organizations to develop a pool of individuals with varying levels of expertise in Lean Six Sigma. Each level corresponds to different roles, responsibilities, and expectations in terms of leading or supporting improvement initiatives.

It’s worth noting that some organizations may use variations of these belt levels or additional designations based on their specific needs and industry practices. The key is to have a well-defined structure that enables individuals to progress in their Lean Six Sigma journey and contribute to the organization’s overall success.

Things to Consider when choosing a Six Sigma provider

1. Who has developed the training? Is there a name behind it?

Many Six Sigma providers offer generic third party training recourses, a majority that are developed in India and outside of the United States by unidentified individuals. In order to ensure you are taking a program that has been designed by a reputable source, take a look at the instructor information. If you can not find any information of an instructor or an actual individual listed on an About Us page or course page, urge caution.

2. Provider Recognition

Not all Six Sigma providers are equal. Once agin take the time to research the individuals behind the organization. In addition see what type of partnerships and recognition the company has within industry. A valuable source as well is LinkedIn where you can go to see actual student feedback and get a sense of the quality the organization offers.

3. Location of Provider

Do you know that many of the providers you stumble upon online are located outside of the United States? That might be fine if you are not living in America, however for those looking to find employment within North America you might want to consider a provider that is established within the country. For example, IASSC is based in Cyprus and Providers such as SimpliLearn and Grey Campus are India based organizations. These options might be perfect for those living in the Middle East, however you might find a more applicable option if you live in North America.

Best six sigma certification programs

Below you will find a list of some of the most popular Lean Six Sigma training providers.

ASQ

Pros: Industry trusted, in-depth offerings.
Cons: Expensive, several requirements, training sold separately, renewal fees.

SSGI & Baldrige Foundation

Pros: Industry Trusted, Baldrige Foundation and PMI partners, affordable, acclaimed expert trainer, no renewal fees.
Cons: Less affordable options available.

IASSC

Pros: Reasonable pricing
Cons: Located outside of US in Cyprus, training not included, accredited providers located primarily outside of North America, renewal fees.

Villanova

Pros: Video-based learning, university backing
Cons: Expensive, schedule-based, requirements

Organizational Development (OD) and Lean Six Sigma can work synergistically to foster continuous improvement, enhance efficiency, and promote a culture of excellence within an organization.

Both approaches share common goals of optimizing processes, minimizing waste, and improving overall performance, making them complementary in driving positive change. Here’s how Organizational Development and Lean Six Sigma intersect and contribute to organizational success:

By integrating Organizational Development principles with Lean Six Sigma methodologies, organizations can create a holistic approach to fostering a culture of continuous improvement, adapting to change, and achieving strategic objectives.

The synergy between these two disciplines strengthens the organization’s ability to navigate complexity, promote innovation, and sustain long-term success.

Embark on a transformative journey of process improvement with Lean Six Sigma today. Discover the power of this proven methodology in enhancing efficiency, reducing waste, and elevating the overall quality of your organizational processes. Whether you’re a novice seeking to understand the fundamentals or a seasoned professional aiming for advanced mastery, our comprehensive Lean Six Sigma training programs cater to every level.

Take the first step toward excellence, and equip yourself with the skills and knowledge to drive meaningful change within your organization. Start your Lean Six Sigma process improvement journey now and unlock a path to continuous improvement and operational excellence.