| Lean Six Sigma combines the quality improvements | | | | Lean methods and data are used to reduce costs, |
| that come from using Six Sigma with the speed | | | | shorten cycle times, expand capacity, and improve |
| improvements that come from using Lean | | | | productivity. Lean concepts and the Lean Flow system |
| manufacturing principles . Six Sigma is a disciplined, | | | | quickly identify improvement opportunities through the |
| data-driven approach and methodology for eliminating | | | | use of value stream mapping. Lean emphasizes |
| defects in any process -- from manufacturing to | | | | all-encompassing principles together with targeted |
| transactional and from product to service. Lean | | | | recommendations to achieve improvements. However, |
| manufacturing focuses on improving the speed of a | | | | Lean principles are oftentimes inadequate to solve |
| process and the elimination of waste primarily by | | | | some of the more complicated problems that require |
| eliminating non-value added steps. Lean Flow and Six | | | | advanced analysis. |
| Sigma are strongly compatible. Combining these two | | | | Because Six Sigma requires in-depth statistical metrics |
| powerful process improvement methods are | | | | to analyze quality at all levels of the supply chain, |
| combining the contents of two toolboxes that can help | | | | eliminating defects it can improve all Lean methods. Six |
| your organization improve quality and efficiency. | | | | Sigma - when combined with Lean - allows for easier |
| Lean Six Sigma and Lean Flow initiatives go by many | | | | identification and quicker resolution of quality issues or |
| names, including Lean Enterprise, Lean Manufacturing, | | | | problems, and reaps quick results while opening |
| Lean Sigma, and Lean Service. These concepts are a | | | | people's eyes to new and better possibilities on plant |
| natural complement to Six Sigma and can be applied | | | | floors. Six Sigma's core implementation strategy of |
| to every type of business and process. Both Lean and | | | | establishing dedicated Six Sigma champions and black |
| Six Sigma have points of commonality in their | | | | belts who oversee and mentor process improvement |
| strategies and methods. Both are built around the idea | | | | projects provides crucial structure and guidance, thus |
| that businesses are composed of processes that | | | | greatly enhancing Lean initiatives. Therefore, Six Sigma |
| serve customer needs. They share the goal to identify | | | | is very valuable when introduced during the |
| and eliminate sources of waste and activities that do | | | | deployment of Lean principles to ensure that the |
| not add value, in order to create flow with maximum | | | | improvement roadmap includes a generic |
| productivity, capacity, and throughput. Both place great | | | | problem-solving approach. |
| emphasis on training to bring members of an | | | | Lean Six Sigma creates greater understanding of the |
| organization to a high level of understanding and | | | | value of your work by defining it as something that |
| expertise on the tools and processes of the | | | | your customers want to pay for. Lean Six Sigma helps |
| methodology. Also, both lean and Six Sigma require | | | | build customer loyalty by driving improvement in areas |
| and encourage the engagement of management and | | | | most important to your customers. Its metrics generate |
| key mentors within the organization to assure that the | | | | clear targeting of customer needs, and drives real, |
| prioritized projects are executed as part of a way of | | | | tangible value creation. |
| doing business. | | | | |