How do you decide whether to use Six Sigma or Lean for a process improvement project?

Frequently, the simultaneous attainment of two objectives becomes necessary: namely, enhancing quality while concurrently minimizing costs. In such circumstances, a comprehensive approach is imperative in order to accomplish the desired outcome.

Those are the only two options? Methodologies are excuses for not thinking, usually in 12 steps and they don’t have a stellar record. Don’t let yourself be boxed in. Use methods but no methodology. Learn tools. Build yourself a set that you can deploy or adapt as needed to meet a new process Improvement challenge and, if none of the methods you know applies, invent new ones.

Misconceptions about Six Sigma and Lean. Lean CAN be used to reduce the variation, and Six Sigma CAN streamline flow and processes. I would consider the nature of the problem, knowledge about the problem-process, if the solution is somehow know or not, the culture in the company and knowledge. Some other companies may use other frameworks different to Six Sigma or Lean.

Mainly six sigma projects should work on the preventive quality, involving FMEA teams, during the launching of a new process in order to arrive to SOP (start of production) with an stable and highly capable process. Whilst the lean approach major activity should be on the kaizen channel with empowered workforce (reducing once and again the essential 7 types of MUDA in the shopfloor layouts and thus elevating process standards). Each process owner is accountable to improve her process; the general umbrella is the lean approach (lean foundations, creating flow, reducing the overall MUDA, providing effective and inexpensive anti-errors, using wisely visual aids, caring for the equipment those people who use them, ...)

Basis Project goal, we can decide to use Six Sigma or Lean approach. Six Sigma is mainly used to solve complex quality or process variation issues due to which customer is not happy/delighted or he has competeing requirement. Lean is used for eliminating waste or improving the speed in lead and set-up time or reducing inventory in the given process using various techniques. Depending on stated/unstated need of Customer, we need to dedice lean or Six Sigma approach. The divergence point is problem definition state, else data collection point where we get to understand which approach to use to solve the problem.

I think it is important to make clear for all teams, that Six Sigma and Lean and divergent on data driven. If, not matter the tool, methodology, principle, we help teams to always gather reliable data, decisions will be better based on. Complexity can be related to process design, but in my opinion, when solving an issue, complexity can be added, when it is not clear how we can gather and use data to make decisions.

Whatever methodology you use...use a standard one, with adequate problem-solving tools to improve people's problem-solving skills, create a common language and approach. Lean is used to eliminate waste. Six Sigma to eliminate variation. If you don't lean-out the process first, you simply optimize waste!

It comes down to process scope, complexity, the problem you are trying to solve and the data that you have to support this problem. Both Lean and Six Sigma need baseline data to determine whether your proposed solution(s) make things better or worse. The analysis of that data is often when we determine if Six Sigma concepts would be most appropriate.

Optimizing waste... ??, Good point. Good to have in mind the 7 common categories where waste can be found, usually done by Toyota, waiting, transporting, processing, inventory, motion, defects/rework, and overproduction.

The fundamental difference between Lean and Six Sigma is that the Lean method concentrates on eliminating the waste in the process whereas Six Sigma concentrates on eliminating variation in the process. When your interest is to improve productivity or improve transparency, it is better to go for Lean methods like DOWNTIME or 5S. If your interest is to improve the consistency of the product quality with minimum defects, it is advisable to go for Six Sigma.

Every company needs a starting point. Using Lean is a great way and having 5s as the foundation. This can also build into Six Sigma eventually and enable you to acquire more structured data.

Factor three is your organization's operational and cultural context. Six Sigma thrives in structured, disciplined environments with clear roles and a formal process framework. It suits organizations that are process-oriented and formal. Lean, on the other hand, is a fit for organizations that encourage flexibility, collaboration, continuous improvement, and employee empowerment. It aligns with cultures that are agile and people-focused. In summary, select Six Sigma for formal, process-driven organizations, and Lean for those emphasizing flexibility, collaboration, and employee empowerment. Your choice should align with your organization's culture and approach to process improvement.

When choosing between Six Sigma and Lean, consider your organization's operation and support for process improvement. Six Sigma is ideal for organizations with a strong data-driven culture, robust infrastructure for detailed statistical analysis, and a disciplined, hierarchical approach. It suits environments where complex problem-solving and precision are prioritized. Conversely, Lean is better for more flexible, dynamic environments that emphasize quick, continuous improvement and can rapidly adapt to change. Lean works well in settings that value simplicity and efficiency in streamlining processes. Select the method that aligns with your organizational culture and capabilities.

For formal, structured organizations: Six Sigma aligns with disciplined frameworks and clear hierarchies. For agile, people-focused organizations: Lean supports flexibility and encourages employee empowerment. If you have a culture of rigorous data analysis: Six Sigma fits with its emphasis on detailed statistical methods. If continuous improvement is a core value: Lean integrates well with cultures valuing ongoing, incremental changes.

Lean is not for organisations that are still bureaucracies, perhaps the vast majority. Lean is not for a leadership that thinks Command & Control is the best way to keep the organisation healthy. Grudgingly sharing knowledge on a "need-to-know" basis is counterproductive. Lean is not for organisations led by Friedmanites whose mantra is "maximise shareholder value" because the bonus structure also fills their boots.

Este fator é uma das principais raz?es para a existência do Lean & Six Sigma. Quando falamos sobre satisfa??o do cliente, no Lean, estamos com uma expectativa mais voltada para volumes e atendimento de demandas. Também nos preocupamos com estoques e tempos de espera. Já no Six Sigma nos voltamos mais para a qualidade, sempre tendo em mente o nível de varia??o a partir de uma média especificada direta ou indiretamente pelo cliente. Isso gera uma entrega mais assertiva, resultando em um maior volume de vendas com mais recorrência em um espa?o de tempo menor. Em resumo, conseguir fazer a leitura do que o cliente deseja, é essencial para se fazer melhorias, gerando mais resultados para a organiza??o.

Factor four is your customers' expectations and values. Six Sigma aims to meet or exceed customer specifications and requirements, making it suitable for customers valuing quality and reliability. Lean prioritizes customer value, emphasizing speed, efficiency, and convenience. It's preferable for customers valuing quick responses and flexibility. In summary, consider your customers' preferences: Six Sigma suits those who value quality and reliability. Lean is better for those who prioritize speed, efficiency, and convenience. Choose the approach that aligns with your customer's expectations and values in your process.

When deciding between Six Sigma and Lean based on customer expectations and value return, consider these points: Choose Six Sigma if customers prioritize high-quality, defect-free products, as it focuses on reducing variability and improving quality through detailed data analysis. This approach directly influences customer satisfaction by ensuring superior product or service quality. Lean, on the other hand, is better suited when the emphasis is on efficiency, speed, and cost reduction. It aims to eliminate waste and streamline processes, which is beneficial when customers value quick service and good value for money. Select the method that aligns with what is most valued by your customers and the desired value return of the process.

For quality and reliability demands: Choose Six Sigma to meet precise customer specifications. For customers valuing speed and convenience: Lean is preferable to enhance process flow and delivery times. If reducing defects is critical to customer satisfaction: Implement Six Sigma for its focus on minimizing errors. When quick response and adaptability matter to customers: Lean's principles help in meeting these dynamic needs efficiently.

Human resource is the prime factor for implementing Six Sigma projects. However it is about more determination and commitment for the trained resources. On the current stiff as well as tough market situation, not possible for dedicated Six Sigma resources. So it is about strategic goals of each process owners to undertake essential projects to improve the customer satisfaction with least variation and fewer wastes

For choosing between Six Sigma and Lean based on time, costs, and resources: - Six Sigma is better when you have substantial time, financial resources, and personnel. It requires extensive training, detailed data analysis, and a longer timeframe to implement, but it offers thorough, data-driven solutions for complex problems. - Lean is more suitable for limited timeframes, smaller budgets, and fewer resources. It focuses on quick wins and continuous, incremental improvements. Lean is less resource-intensive, emphasizing immediate efficiency gains and waste reduction without the need for extensive training or complex data analysis. Select the method that aligns with your resource availability and the scope of your improvement goals.

For projects with ample resources: Six Sigma is viable due to its need for extensive training and analysis. When resources are limited: Lean offers a more resource-efficient approach with quicker implementations. If you can invest in detailed data collection: Six Sigma's rigorous methodology can be fully utilized. For immediate results with fewer inputs: Lean's focus on rapid changes makes it suitable for constrained environments.

Dentro da minha experiência, pude liderar projetos e programas com ou sem investimentos. Ao darmos os primeiros passos, é sempre importante pensar que n?o faremos desembolsos nem aquisi??es. Isso nos levará a um cenário onde privilegiamos a otimiza??o com os recursos disponíveis. Após esta etapa, se for necessário, faremos investimentos. Contudo é importante enfatizar que o valor investido n?o é a chave do sucesso. O grande enfoque precisa estar na capacita??o das pessoas e no patrocínio pela alta lideran?a. Tendo uma estratégia clara, com incentivos adequados para os promotores das mudan?as (Green Belts e Black Belts, por exemplo), o processo de transforma??o ocorrerá com menos barreiras, aumentando o número de projetos entregues.

Lean is easy to implement as it has a shorter learning curve when compared to six sigma and it is more visual and practical, on which employees can be taken from the current workforce. Enabling six sigma culture means to have the right people with the right skills in place, starting from Master Black Belt, Black Belts and lastly Green Belts. With six sigma, you need specialized skills which have a slightly longer and steep learning curve. An organization might have to bring in external consultants for training or have to hire atleast a Master Black Belt, to start the six sigma journey

Processos cross functional s?o mais aplicados ao Lean, pois requer a participa??o de outras áreas com vis?o sistêmica devidamente agu?ada. Processos uni functional possuem um nível de aprofundamento maior em um problema específico cabendo uma análise de causa raiz do problema.

The scope of your process improvement project is the sixth factor to consider. Six Sigma focuses on specific issues within a process, using data-driven methods to eliminate defects or variations in targeted areas. It's best for narrow and well-defined projects. Lean, in contrast, takes a broader approach, looking at the entire process system or value stream to eliminate waste and enhance efficiency. It's suitable for more comprehensive, system-wide improvements. In summary, choose Six Sigma for precise, specific improvements, and Lean for comprehensive, holistic process optimization. Your choice should align with your project's scope and goals.

Project scope can be linked to how controlled the process is. If the process is usually considered under control, but still needs to be improved then a project scope considering whole system is justified once its needed to identify gaps hidden by the performance considered under control, so Lean Project could be a good framework to a process improvement.

Six Sigma tends to work on a project with directed and limited scope. The project aims to reduce process variation and eliminate defect for 1 particular sub-process. Lean tends to be broader in scope as it encompasses end to end value stream. It is more holistic and comprehensive in nature. Lean methodology focuses on rebalancing the load and minimizing the non-value added activities from the entire value stream (not limited to one process)

I have found that using Six Sigma and Lean for business process improvement usually involves Lean standardization and waste reduction before Six Sigma measurements and statistical analysis make sense. You cannot use things like DPMO and other statistical tools to minimize the variations in a process until the special cause variation of the process has been significantly reduced. Spend your time on DMAIC leaning out the process and getting it to run smoothly before trying to apply a bunch of statistical analysis that will not return good results anyway.

I do not think one can choose between Lean and Six Sigma just by looking at one dimension. I would say it is a combination of factors such as the nature and complexity of the issue faced, the expected end result and the respective time frame, etc. I would say that the more complicated the issue faced, the more departments and stakeholders involved, the more unknown the factors of process variation are, the more expensive the anticipated solution......the more I would gravitate towards the DMAIC methodology, a formalized project set up, and a Lean Six Sigma toolkit. However, in many cases, one can implement A3, PDCA and the Lean toolkit to achieve significant improvements due to the lower complexity of issue faced.

It can be understood with two key words or purposes: Reduction of “Lead Time”: Use LEAN Reduction of “Variation” :Use SIX SIGMA

It is always better to find a sweet spot and make a balance between "Hunting" and "Farming" approach. Hunting gives us reason to believe and create quick wins to generate a momentum while farming is pivotal to have a sustainable long-term improvement. From tools and methodology perspective organizations must use TPM to enhance reliability with a cocktail of lean and six-sigma to eliminate waste and generate top line growth and have a solid bottom-line in their P&L. Project goals, process complexity, customer expectations, resource availability, project scope everything can be handled through these operation excellence tools but organization culture require serious leadership effort and without right culture you can't sail your boat faster.

It depends on the problem to solve, it's business/ customer impact, it's complexity, if the root causes are known or verified and if the solutions are known as well. We often represent it with a tree and it's low hanging fruits, KAIZEN , A3 or PDCA...moving upper a structured approach is needed DMAIC or DFLSS in case of process entitlement. In all cases it is important to consider the right methodology, methods and tools and not be dogmatic. And in all cases a good problem statement is the prerequisite.