What is Six-Sigma
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Six-Sigma is a problem solving methodology that can be applied to any industry. Over the years, the competitive market for six-sigma practitioners has resulted in the development of Lean Six Sigma. Lean Six Sigma is the combination of Six-Sigma and Lean Manufacturing concepts.
Lean and Six Sigma are two separate problem solving methodologies with two different focal points. Both complement each other but are not dependent on one another. Lean application is about reducing waste within a process. Lean is targeted as a quick event that utilizes a team based approach to reduce waste within a system or process. Lean events are often referred to as Kaizen events but can also happen at a smaller level called a lean blitz. Waste in terms of Lean are: non-value activity, wasted motion, transportation, excessive inventory, unleveled schedules, or anything that interferes with creating a smooth, efficient process. It is often said that lean moves the average while six-sigma reduces the footprint. In those terms, both disciplines complement each other.
Six-sigma focuses on reducing variation within a process and follows the DMAIC phases. DMAIC stands for Define, Measure, Analyze, Improve and Control. This doesn’t sound revolutionary as it is the foundation for any type of solid problem solving approach. What makes six-sigma so effective is the religious dedication to following this model and using the tools within each phase to lead you down a structured, defined path with milestone gates between each phase. While Lean was known as a quick, just do it type of approach; six sigma projects often lasts months. Most six-sigma projects take over 6 months to complete. By combining lean and six -sigma, you have gained a more robust problem solving toolbox but at the cost of realizing quick improvements utilizing lean.
A solid lean six sigma practitioner will know when to use lean tools and how to use it effectively so that the organization is realizing improvement continually rather than waiting for the improve phase of the six sigma model to begin implementing improvement initiatives.
Conducting an initial assessment of each case with the following questions will assist in determining the scope, method and magnitude of a potential project during the first look.
1. Voice of the Customer: what specific problem is the customer experiencing (or internal department or person experiencing a problem)?
2. What is the benefit of eliminating or reducing that problem?
3. What is the process (I would conduct a quick value stream map of this process to get a feel for #4)
4. What is the nature of this problem (is it a lean issue or a defect problem or both)?
After answering this initial assessment, the project now has a rough foundation to move forward on.
Six-Sigma can be utilized on more than just cost savings or optimization initiatives but can solve complex problems across all industries and events. An example of this, is the Fish’n Mate application which has taken couple of key variables that effect fish bite rate and behavior and predict fish depth and activity level.
Visit Fish’n Life to start to get a feel for how problem solving tools can be applied to the recreation of fishing.
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LeanMan, Kaizen is an element of Lean in which a dedicated group focuses on a type of lean improvement such as quick changeover, kanban, cellular workstations, standardization so I don't agree with your assessment that I am confused between Kaizen and Lean. I agree with the rest of your post except that Lean is NOT required before implementing Six Sigma. Six Sigma focuses on understanding and controlling the variables that contribute to the variation within a process so that it can become under control. The key word here is VARIATION. Lean will most likely change the mean performance of the process through standardization but would not independently focus on the variation within that process. That is why both are great tools to utilize together but they each have their separate place in application.
Thanks for the comment!
"lean is targeted as a quick event" to quote yourself, this is a kaizen blitz that you are describing not lean! Lean is far more than just a series of events, it as an overall philosophy for your business that should affect every decision that you make.
As to lean being required before six sigma; it is not, I said that standardized processes are required before you implement six sigma! Without a standardized process you do not know what you are measuring! Many six sigma projects that I have seen spend 3 months to gather data to see that each shift and operator conducts the work in a different manner giving multi modal distributions, something that should have been settled before they began the investigation.
I think all six sigma practitioners should have a foundation in lean before they begin using the more advanced statistical methods as this would save a huge amount of time - hence the need to treat the two together and use both, not one or the other.
Having spent almost 20 years implementing both ideas within the automotive industry and then through many other industries i can happily say that the two are perfect bed fellows, however having visited and worked within several hundred companies in the last several years most companies that I have seen are far more in need of the lean "basics" than moving straight into six sigma.
Thanks for the response LeanMan. I appreciate your experience and I don't think we arguing too far from the point. To be clear: Lean and Six Sigma are two philosophies that must be embraced into the culture of the organization to be truly effective. My comment regarding "lean is targeted as a quick event" is referring to the length of time to execute an improvement through use of lean tools and methodology. A key vehicle to deliver a quick turn around for an improvement is through a kaizen event. Six Sigma historically takes months to work through the DMAIC model since Six Sigma is usually deployed to tackle complex problems utilizing a data driven approach. I appreciate your response regarding your experience with six sigma projects taking months to identify an issue that a standard process could have impacted and I am also divided on it. I support your claim as my 15+ years of experience in the medical device industry has seen this too and it comes to knowing when to use lean and when to use six sigma. The second issue is knowing that there is a problem that may not be identified until conducting a six sigma project on it. And vice versa, you may not be aware that a six sigma related issue is occurring until you come across it during a lean event of some type. It simply comes down to knowing what type of issues should be addressed with lean and which ones are candidates for six sigma. Processing issues such as controlling temperature, time, pressure, etc do not require a standard process via lean, before digging into the variables that interact and contribute to part to part variation. Variation exists even after you remove the operator's influence. Anyway, I do fully support your statement that all six sigma practitioners should have a foundation in lean so that they know when to use lean tools vs six sigma tools to drive that specific improvement. To my overall point - don't slow lean down by making it fit into six sigma DMAIC model and use six sigma for complex problems that need a data driven approach to solve.
LeanMan Level 4 Commenter 7 months ago
You have confused Kaizen and Lean, lean is not just kaizen blitzes run as discrete projects! Lean is an ongoing philosophy of improvement focusing on improving response to your customer. Lean focuses on ensuring a standardized process, something that is required before you can implement six sigma! The two complement each other perfectly and should not be seen as competing philosophies.