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Lean and Six Sigma are easily blended. They have many similarities in methodology – process focused, team based, and project management. The differences, analyzing quality data versus flow data, are complementary and together provide a balanced view of the process.

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Quick reference

Lean and Six Sigma

Lean Manufacturing and Six Sigma are easily blended. They have many similarities in methodology – process focused, team based, and project management. The differences, analyzing quality data versus flow data, are complementary and together provide a balanced view of the process.

When to use

Use Lean Six Sigma whenever conducting a process improvement project and the problem is not already extremely obvious (such as the manufacturing equipment is broken and won’t work). This methodology can be used with any business process, not just manufacturing.

Instructions

Lean Manufacturing and Six Sigma are totally complementary and can be easily blended. In fact, by blending them the process improvement team will obtain a more complete and balanced view of what is happening in the process. For ease of project management, some aspects of one or the other methodology are adopted, but in most cases the tools and techniques from both methodologies are used.

With respect to basic project management, the Six Sigma approaches of DMAIC and “Belts” are used. When mapping the process, the Lean Manufacturing of Value Stream Mapping is often used. The value definition practices of the two approaches are virtually identical, and these attributes of value are normally documented in the Six Sigma CTQ format.

With respect to problem definition, data collection, and data analysis, both methodologies are used. Depending upon the nature of the problem, one methodology may predominate, but most projects will include both elements of flow optimization and defect reduction. 

With respect to solution planning, the Lean solutions are used when the problem is a flow related problem and the Six Sigma solutions are used when the problem is a defect problem. If the problem is a combination of both issues, the tools from both methodologies are used.

Finally, with respect to the implementation, we again find both methods contributing. In many cases the “To-Be” Value Stream Map from Lean Manufacturing is used to explain the changes and train the operators on new process steps while the Control Plan from Six Sigma is used to train the operators and update the business systems for new inspection or control.

Hints & tips

  • There is no need to use all of the tools and techniques from both methodologies. Rather use the ones that fit the characteristics of the problem.
  • Lean Six Sigma is a problem solving methodology. If there is no demonstrated problem (that means one supported by data) then there is no need for a project.
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  • 00:04 Hi, I'm Ray Sheen, well we've looked at the foundational elements of Six Sigma and
  • 00:09 Lean manufacturing.
  • 00:11 It's now time to blend them together to get Lean Six Sigma.
  • 00:17 Lean and Six Sigma are very compatible.
  • 00:19 In fact they argument each other nicely to create
  • 00:22 a great process improvement methodology.
  • 00:24 Let's do some comparisons.
  • 00:26 Lean and Six Sigma both start with the Customer Value proposition.
  • 00:30 We'll spend more time on this in later sessions,
  • 00:32 but the point right now, is that both of them start with the customer.
  • 00:37 And they let the customer define the ultimate success or
  • 00:39 failure of the project.
  • 00:41 Lean uses Attributes of Value and Six Sigma uses Critical to Quality.
  • 00:46 Also, both Lean and Six Sigma are trying to improve process performance.
  • 00:50 Lean does this through the removal of waste and
  • 00:53 Six Sigma through the removable of variation.
  • 00:56 Many of the underlying root causes of process problems create both waste and
  • 01:01 variation.
  • 01:02 By combining these, we ensure we get all of the process benefit.
  • 01:07 Also, both of them rely on data, Lean gathers process data and
  • 01:11 overlays it on the Value Stream map to quantify the process flow.
  • 01:15 Six Sigma collects defect data and uses statistical process control
  • 01:20 to ensure that the correct problem is fixed and the solution is effective.
  • 01:25 Another thing is that both methodologies are committed
  • 01:28 to really fixing the problem.
  • 01:30 They include the implementation of new controls
  • 01:33 to make sure that the improvement becomes a permanent part of the process.
  • 01:37 Lean is normally doing this with visual controls like Kanban, JIT,
  • 01:41 TAKT or other turn over measures.
  • 01:43 Six Sigma does this by establishing statistical process control charts or
  • 01:47 important process parameters.
  • 01:50 Both methodologies follow a structured approach.
  • 01:53 Now, in this case, the Six Sigma DMAIC is a little more formal and
  • 01:57 that's the one we'll use going forward.
  • 01:59 But the Lean methodology easily fits into the structure.
  • 02:03 So let's look at how this'll work.
  • 02:05 Each approach starts with their customer and
  • 02:07 focuses on a major aspect of process improvement.
  • 02:11 They both use data and data analysis techniques.
  • 02:14 They ensure that their changes are fully implemented with a control system, and
  • 02:18 they follow a structured process.
  • 02:22 So when we put these two together, we find in some cases, one methodology or
  • 02:26 the other becomes the standard for Lean Six Sigma.
  • 02:29 And in some cases, we use the attributes of both methodologies.
  • 02:34 We will use CTQs to describe the customer input,
  • 02:37 but we’ll make sure we have used all the aspects of Customer Value
  • 02:41 when defining the CTQs, not just quality defects.
  • 02:46 Lean Six Sigma will seek to reduce or eliminate both waste and variation.
  • 02:50 To do this, we'll collect both process data and defect data, and
  • 02:54 we will analyze with both process flow analysis and statistical analysis.
  • 02:59 Finally, the control system will include not only the parameter controls, but
  • 03:04 also a full process control of both methodologies.
  • 03:08 In order to do this in an easy to follow structure process,
  • 03:11 we’ll stick with the Six Sigma DMAIC.
  • 03:14 But the decision points at the end of each phase are expanded to include
  • 03:17 an appropriate level of Lean analysis and problem solving for that phase.
  • 03:23 So let’s look at what this means.
  • 03:24 Applying Lean Six Sigma in a process
  • 03:27 should result in the quality getting better and the cycle time shorter.
  • 03:32 That means that we were able to quickly get the customer exactly what they want.
  • 03:38 Lean Six Sigma will be applied in a project-based manner.
  • 03:42 That's why we follow the DMAIC.
  • 03:44 We will express the attributes of process value using the Critical to Quality tool.
  • 03:49 And based upon this, we will strive to eliminate non-value-added effort and
  • 03:53 ensure that the effort applied is at a very high level of quality.
  • 03:57 The methodology will use data.
  • 04:00 Improvement will not be based upon gut feel.
  • 04:02 The teams will use data to ensure the decisions are the right ones.
  • 04:07 That means data about the process to ensure that waste is reduced, and
  • 04:10 data about defects to insure that variation is being reduced.
  • 04:15 And finally, and this is really important,
  • 04:17 with respect to why some of the other quality improvement methodologies were not
  • 04:21 very successful, there is a huge emphasis on process control.
  • 04:27 The solution created during the Lean Six Sigma project
  • 04:30 must be demonstrated with data to be effective and
  • 04:33 then all the process control systems are updated so that the change sticks.
  • 04:39 It becomes the new normal practice and
  • 04:42 the process doesn't drift back into the old way of doing things.
  • 04:48 So now we've set the stage, for taking the best of both Lean and Six Sigma, and
  • 04:52 combining them to make a truly outstanding process improvement methodology.

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