Integrating Lean and Six Sigma
The Power Of An Integrated Roadmap

	Bookmark This Page Email This Page Format for Printing Cite This Article Submit an Article Read More Articles
	Related Tools & Articles Converting Paper to Electronic Documents Case Study More About Lean Manufacturing More About Six Sigma
	Six Sigma Quick Poll Describe your knowledge of Lean Manufacturing techniques: In depth Familiar Some familiarity Heard of the phrase only None
	Discussion Forum "If you manage by always trying to drive waste out you will never have to resort to laying off people. Most companies ramp up their business by adding people, well guess what happens when they ramp down they layoff people? The ultimate goal of "Real Lean" is to create an organization were the main driving force is to do more with less. Buying and expensive machine or computer system is always the easy but expensive way out." Real Lean Versus Fake Lean

By T

New from iSixSigma NEW VERSION! Lean Six Sigma Champion Training NEW VERSION! Lean Six Sigma Champion Training Six Sigma Leadership Series

homas Bertels

Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance. Whereas Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is primarily concerned with eliminating waste and improving flow by following the Lean principles and a defined approach to implement each of these principles.

The impressive results companies such as Toyota, General Electric, Motorola, and many others have accomplished using either one of them have inspired many other firms to follow their example. As a result, most companies have either a Lean or Six Sigma program in place. However, using either one of them alone has limitations: Six Sigma will eliminate defects but it will not address the question of how to optimize process flow; and the Lean principles exclude the advanced statistical tools often required to achieve the process capabilities needed to be truly 'lean'. Therefore, most practitioners consider these two methods as complementing each other. And while each approach can result in dramatic improvement, utilizing both methods simultaneously holds the promise of being able to address all types of process problems with the most appropriate toolkit. For example, inventory reduction not only requires reducing batch sizes and linking operations by using Lean, but also minimizing process variation by utilizing Six Sigma tools.

Therefore, many firms are looking for an approach that allows to combines both methodologies into an integrated system or improvement roadmap. However, the differences between the Six Sigma and Lean are profound:

Table 1: Comparing Lean And Six Sigma   Lean Six Sigma Goal Create flow and eliminate waste Improve process capability and eliminate variation Application Primarily manufacturing processes All business processes Approach Teaching principles and "cookbook style" implementation based on best practice Teaching a generic problem-solving approach relying on statistics Project Selection Driven by Value Stream Map Various approaches Length Of Projects 1 week to 3 months 2 to 6 months Infrastructure Mostly ad-hoc, no or little formal training Dedicated resources, broad-based training Training Learning by doing Learning by doing

Developing an integrated improvement program that incorporates both Lean and Six Sigma tools requires more than including a few Lean principles in a Six Sigma curriculum or training Lean Experts as Black Belts. An integrated improvement strategy has to take into consideration the differences and use them effectively:

• Lean projects are very tangible, visible, and can oftentimes be completed within a few days (whereas Six Sigma projects typically require a few months). An integrated approach should emphasize Lean projects during the initial phase of the deployment to increase momentum.
  
  
• Lean emphasizes broad principles coupled with practical recommendations to achieve improvements. For example, Lean suggests a technique to analyze and reduce changeover time that does not require sophisticated analysis and tools. However, Lean principles are oftentimes inadequate to solve some of the more complicated problems that require advanced analysis. Therefore, Six Sigma needs to be introduced during the first year of the deployment to ensure that the improvement roadmap includes a generic problem-solving approach.
  
  
• An integrated improvement program needs to be fueled by a vision of the future state and by a pipeline of specific projects that will help close the gap between current and future state. Lean introduced Value Stream Mapping as the central tool to identify the gaps and to develop a list of projects that can be tackled using Lean or Six Sigma methodology.
  
  
• Whereas the Six Sigma process and tools can be applied to virtually every process and industry, the Lean approach is much more specific and the content needs to be adjusted to industry needs: For example, reducing set-up time in a plant that has lines dedicated to a single product is pointless. Therefore, the Lean curriculum needs to be adjusted to meet the needs of the specific business.
  
  
• Training is effective but only when combined with application. Lean principles are typically taught as separate workshops, with each workshop combining a short training session on the principle with direct application on the shop floor. Six Sigma training is broken down into the phases of the DMAIC process with time between each training session to apply the tools learned to the project. The extensive analysis required for Six Sigma projects suggests that a workshop structure as used for Lean training would not be effective.

The integrated approach to process improvement (using Lean and Six Sigma) will include:

• Using Value Stream Mapping to develop a pipeline of projects that lend themselves either to applying Six Sigma or Lean tools.
  
  
• Teaching Lean principles first to increase momentum, introducing the Six Sigma process later on to tackle the more advanced problems.
  
  
• Adjusting the content of the training to the needs of the specific organization - while some manufacturing locations could benefit from implementing the Lean principles with respect to housekeeping, others will have these basics already in place and will be ready for advanced tools.

"The Bottom Line" Links

BMG CERTIFICATION Enhance Your Career With Lean Six Sigma Skills Green Belt or Black Belt - May 12 :: Atlanta, GA Green Belt to Black Belt Upgrade - July 7 :: Atlanta, GA

VILLANOVA UNIVERSITY   Earn Your Lean, Green or Black Belt Six Sigma Master Certificate Online BOOST YOUR SALARY! *$38k more than uncertified counterparts. Learn From Industry Leaders!   START NOW

SIGMAPRO MBB, Lean Sigma, & DFSS   when experience matters most...

M O T O R O L A U N I V E R S I T Y Learn from the most experienced practitioners of Six Sigma in the world Public Training & Certification Click here to take a free Six Sigma Lesson

J URΛN   Lean Six Sigma Public Workshop Upgrade to Black Belt- May 2008 Become one of your organization's 'vital few'. Get Juran Certified.

. ISSSP Follow the Leaders to Arizona! 9th Annual Six Sigma Leadership Conference May 19th-22nd, 2008 • Scottsdale, AZ Click Here: More information & REGISTRATION .

HOWARD UNIVERSITY 4 weeks + 1 cost saving project + 1 mentor + 1 caring instructor = 1 Marketable Certified Lean Six Sigma Black Belt

WINSTON SALEM STATE UNIVERSITY 4 weeks + 1 cost saving project + 1 mentor + 1 caring instructor = 1 Marketable Certified Lean Six Sigma Black Belt

THE UNIVERSITY OF TEXAS AT AUSTIN 2 weeks + 1 project = Black Belt Certification

. Find us on LinkedIn Join the iSixSigma Network and Connect with Other Six Sigma Pros .

Download the iSixSigma Toolbar for 1-Click access. Search Your Way. Everyday. Without Delay.

BEST SELLING PRODUCTS (iSixSigma Publications) 2008 VERSION! Six Sigma DMAIC Training Slides The OSSS Six Sigma DMAIC course is comprised of:1,176 slides, Instructor notes, Slide explanations, 37 data sets, 20 sup... Certified Lean Six Sigma Green Belt Assessment Exam This assessment exam is useful for students interested in assessing their knowledge of Lean Six Sigma on the Green Belt ... NEW VERSION! Process Management Training Slides The OSSS Process Management course is designed in two phases comprised of:352 Powerpoint slidesInstructor notesSlide exp... Gage R&R Excel Template Gage Repeatability and Reproducibility (R&R) studies measure the amount of measurement variation that is attributabl... NEW VERSION! Six Sigma Green Belt Training Slides The OSSS Six Sigma Green Belt course is comprised of: 1047 slidesInstructor notesSlide explanations35 data sets20 suppo... Certified Lean Six Sigma Black Belt Assessment Exam This test is useful for students interested in assessing their knowledge of Lean Six Sigma on the Black Belt level. It c... 5th Annual iSixSigma Global Salary Survey Research Report The 5th Annual iSixSigma Global Salary Survey report is based on the responses of 2,142 Six Sigma professionals currentl... Sell Your Products