How to Describe Lean Six Sigma in Non-jargony, Real Words

Here goes, Barry – We look to improve the organization by rooting out waste (lean), ensuring that what is done is necessary and efficiently accomplished, and apply mathematics (six sigma) to evaluate just how well things are done and to make decisions based on data not conjecture or wishes.

@Mike-Carnell They’re openly available already at http://www.isixsigma.com/forum/old-forums/general/. Maybe this one? http://www.isixsigma.com/topic/elevator-speech/

Try the search. We’re still working on improving the search, so it may be a little hard to find. Give us another week or two and we should have the search straightened out.

We assist front-line losers and clueless middle managers persuade sociopathic leaders to recognize the value of timeless quality principles with objective data.

The truth hurts MBBinWI. Go Badgers!

@stanmikel – you tell him, Stan. Who would root on the Badgers?

@mclayton200 – the objective was NOT to use jargony verbage.

Here is my shot. “We are going to take a look at how you do what you are doing to make sure we aren’t wasting time, effort and money while driving towards your goals. I’ll be using some fancy tools with funny names but don’t worry about it”

7 years ago I used this site for a while, under username SemiMike.
After I got a lot of really useful things, I got busy working and stopped using it. Now at age 76 I am only working part time, so set up new account, not remembering the old password and username. However, after a new logins, I remembered the old account name and password (slow response in brain at this age?) and sure enough its still there. There were just as many jokers back then. But to explain my experience pertinent to LSS “elevator speeches” I get more jobs if I only let my Black Belt certification come out in extended interviews, not in first contact. In first contact, I try to listen while explaining that I am a contract engineer, working to help factories get stabilized, and then perhaps suggest and lead improvement efforts. If they start talking about cost reduction (normal behavior for VP’s and Directors) I mention that the Lean methods are somewhat useful, particularly a gap assessment visit that I could make at half-fee after which we can see if we have a match in my capabilities and the factory cost problems.

Does that make sense for an elevator speech?

The reason I learned NOT to invoke certifications or LSS terminology was that it seems to invoke memory of huge wasted training costs with no results (which later turn out to be guru who did not know the industry, giving generic series of black belt classes, which the engineers loved, but never dealing with the real CEO business objectives. To get around those sad memories, I use stealth methods, and only provide help that is really needed for the current business objective. They can get all the other stuff on Google or in local colleges. But I do donate a copy of Lean Six Sigma Pocket Toolbook, by George/Rowlands/Price/Maxey to help with vocabulary of LSS just in case they want to focus on a few of those tools later. First, the one day gap assessment.

“We can make any process better as long as you are not trying to violate the laws of physics, which processes are your most important?” from Gary Cone is memorable. Should be part of our new elevator speech.

You better make sure the CEO or VP or Director really understands what a PROCESS really is. But you will find that out when he/she answers your priotizing question. So be prepared to expand his/her thinking a little if the only reply is “cost reduction.” Gently. Humbly. But persistently. We all have trouble with listening (I do certainly) so let them do most of the talking, and listen, after your initial elevator speech. I screwed that up many times, personally, when I jumped in on top of their own elevator speech.