lean 6 step problem solving approach

Tuesday, May 15, 2012

The Six-Step Problem-Solving Process

Select the problem to be analyzed
Clearly define the problem and establish aprecise problem statement
Set a measurable goal for the problem solving effort
Establish a process for coordinating with and gaining approval of leadership
Identify the processes that impact the problem and select one
List the steps in the process as it currently exists
Map the Process
Validate the map of the process
Identify potential cause of the problem
Collect and analyze data related to the problem
Verify or revise the original problem statement
Identify root causes of the problem
Collect additional data if needed to verify root causes
Establish criteria for selecting a solution
Generate potential solutions that will address the root causes of the problem
Select a solution
Gain approval and supporter the chosen solution
Plan the solution
Implement the chosen solution on a trial or pilot basis
If the Problem Solving Process is being used in conjunction with the Continuous Improvement Process, return to Step 6 of the Continuous Improvement Process
If the Problem Solving Process is being used as a standalone, continue to Step 5
Gather data on the solution
Analyze the data on the solution
Achive the desired results?
If YES, go to Step 6.
If NO, go back to Step 1.
Identify systemic changes and training needs for full implementation
Adopt the solution
Plan ongoing monitoring of the solution
Continue to look for incremental improvements to refine the solution
Look for another improvement opportunity

4 comments:

Tim, This is a good guideline for any practitioner to follow. I wish I had this a few weeks ago. A client liked a training deck I prepared but didn't want to confuse anyone with terms like Deming Cycle and such. The final version of PDCA was a 6 step process improvement method that's very similar to yours. Thanks for sharing. Cheers, Chris

Thank you for you brief and easy to understand on each step problem solving above.

Wonderful. Well Explained. Thank you for sharing

I mapped this to PDCA and observed that the first 3 steps correspond to P, the next 3 to D, C and A respectively. This Show that indeed planning is the most important step in PDCA.

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How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Elisabeth Swan is the co-author of “The Problem-Solver’s Toolkit” and co-host of “The Just-in-Time Cafe Podcast.” She’s been a process improvement consultant, speaker, and innovator for over 30 years. She’s the Chief Learning Experience Officer for GoLeanSixSigma.com, a former cast member of ImprovBoston, and – if asked – may still be able to ride a unicycle.

Surgeon Atul Gawande made headlines when he told the world that a simple checklist could drastically reduce unnecessary deaths in The Checklist Manifesto .

Yet, checklists conjure images of forklift drivers on loading docks with clipboards counting boxes. How could they transform healthcare?

“ He has… produced a 90-second checklist which reduced deaths and complications by more than one-third in eight hospitals around the world – at virtually no cost and for almost any operation. ” – James Clarke, reviewing The Checklist Manifesto, Ulster Med J. 2011 Jan; 80(1): 54.

Aviation was transformed decades earlier when management and engineers at Boeing Corporation created the pre-flight checklist after the 1935 crash of the prototype Boeing B-17 at Wright Field in Dayton, Ohio. Checklists have become so essential to the airline industry that most crashes can be traced to the misuse or failure to complete a checklist.

A New York Times reviewer noted, “no matter how expert you may be, well-designed checklists can improve outcomes”. Since the purpose of process improvement is improving outcomes, Lean Six Sigma and checklists are natural companions.

To prove that, this Process Street blog post will show the relationship between checklists and lean six sigma, and provide you with a free DMAIC Improvement Project Tollgate Checklist that you can use right now.

Use the links below to jump to that section of the post:

Lean Six Sigma and the role of problem-solving

Lean six sigma & the checklist, introduction phase, define phase, measure phase, analyze phase, improve phase, control phase, checklists and lean six sigma, use process street to reduce error.

Or, if you just want the checklist, check it out below!

Let’s get started.

For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.

It’s a customer-focused, 5-step problem-solving model that engages entire workforces to constantly seek a better way of doing things.

Proof of Lean Six Sigma’s influence is evident in today’s hiring practices. A poll by GoLeanSixSigma highlights that hiring managers prefer a person who is “ Green Belt Certified ” – having substantial Lean Six Sigma skills – by an almost 80% margin. In an interview with the former head of Twitter, problem-solving emerged as the top skill sought by today’s most influential hiring managers.

In other words, problem-solving (especially via Lean Six Sigma) is an absolutely vital skill.

If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense.

DMAIC – Define, Measure, Analyze, Improve & Control – is the 5-Step model for Lean Six Sigma and there’s a set of required tollgates at the end of each phase. These tollgates outline what has to be done in order to move the problem-solving process forward.

Using the tollgates as an outline, we created a dynamic Process Street template that you can use for free and run checklists from to track your progress!

Before you can start solving problems, you need a problem to solve.

Picking a process issue – and finding someone in leadership to support you – are two required tasks in this first tollgate. Scoping the project is important (bigger than a “just-do-it” and smaller than “solving world hunger”) but even more critical is finding a Sponsor.

Finding a Sponsor

In a poll asking Lean Six Sigma practitioners what they considered the biggest obstacle to process improvement success, “Getting Leadership Support” accounted for almost a third.

When we coach team leads who tell us they can’t find someone to back their project, we let them know, “No Sponsor, no project”. If nobody in charge has any skin in the game, there’s no point in attempting the process fix. Find a different project that leadership supports.

One thing that helps when searching for leadership backing is being able to explain what Lean Six Sigma is and why it makes a difference. Since the checklist template is dynamic we inserted a video in the Define Phase within the checklist item, “Enlist a Project Champion/Sponsor who will support you and the project”. The team lead can share the video with managers or directors who they consider Sponsor candidates.

lean six sigma dmaic checklist - project champion

There’s also a Project Selection Guide Template embedded in the checklist so users can take a project idea and put it through a few screening questions. Is it a repeating problem? Is there a way to measure it? The checklist serves as a reminder, a source of templates, supporting videos and other just-in-time guidance.

The next set of tollgate tasks cover the Define Phase of DMAIC. This is where problem-solvers clarify the problem, the process impacted and customers of the process.

There is a journey of discovery during this phase as everyone agrees on the issue to solve. One of the big challenges is the tendency of ambitious team leads—or equally ambitious Sponsors—to try to “shoot the moon.”

Shooting the moon

They might want to reduce cycle time, reduce defects , improve margins, and increase customer satisfaction all by next Tuesday. But a project that focuses on everything accomplishes nothing. It’s okay to measure the cost reduction that results from reducing defects. But pick one of those to be the goal. Success is more possible if you focus on one goal at a time .

It takes practice and discipline to develop a manageable goal statement. Another moon shot is aiming for perfection out of the starting gate. When we see a goal statement that claims the team will, “reduce defects from 25% to 0%” then we know there is a sizable risk of failure and disappointment.

That’s why the Define Phase of the checklist includes a Goal Builder Template along with a blog providing tips on how to create well-crafted goal statements.

lean six sigma dmaic checklist - goal statement

The primary focus of the Measure Phase is to baseline the process. If you’re trying to reduce defects, you need to know how you’re doing at that now. What’s your track record? You need to know the baseline of the process in order to measure whether or not you made a difference with your improvement when you get to the Improve Phase.

You need to know the gap, so you can close the gap.

The data’s in the system, somewhere…

One of the issues we run into in this phase is problem solvers assuming that data is sitting in a system somewhere waiting to be accessed. If they simply run a report, they’ll have the baseline. Check that off the list. But that rarely goes according to plan.

Maybe there’s system data, but was it entered with care? Is it reliable? We’ve seen teams struggle to use data that didn’t make sense. They could access cycle time data, but it didn’t take into account that the workday ended at 5:00. I had another team looking at why healthcare invoices had to be manually adjusted. They looked up the defect codes and the biggest category was “Other”. System data existed, but it was useless.

Most of the time, it helps to collect some data manually. In order to think through your approach, you need a Data Collection Plan. That involves listing the data you want and considering things like stratification factors—the “who, what, when, where” of data. If you’re looking at defects, should you collect data on defects by product? Defects by the fields on a form? Defects by customer type?

Within the task: “Develop a Data Collection Plan with Operational Definitions and create Check Sheets as Needed”, we’ve embedded a template (The Data Collection Plan) and a video to guide the process.

You’ll learn a lot by collecting the data firsthand, so if the perfect data set is not magically sitting in the system, it helps to have a plan.

Analyze is the crux of the DMAIC method. This is where learners drill down and discover the root cause of the process problem they’ve been chasing. Once you do that, you can solve the problem for good.

But if you have not determined the root cause then you might be solving a “symptom,” putting a bandaid on the problem or implementing a change based on a hunch. All of this means there’s a high likelihood the problem will remain and the efforts will have been in vain.

Finding the smoking gun

If you’ve always been told, “don’t bring me a problem, bring me a solution,” that’s an encouragement to jump right past this step into the fun of solutions. I’ve seen teams go with their assumptions regardless of what the data says or the process analysis reveals. I’ve seen Sponsors who tell teams what solutions they want to be implemented right from the get-go.

How do you stick with analysis long enough to find the smoking gun? The trick is to keep collecting the clues in the Cause & Effect Diagram , aka The “Fishbone Diagram”. It’s an aptly named tool, popularized by Dr. Ishikawa , which resembles a fish skeleton. Its construction allows teams to develop root cause theories around a problem as they build their knowledge of the process.

Each time they collect data, interview process participants on a Gemba Walk or map the process steps, they uncover potential reasons for defects. Making the most of the Fishbone Diagram is key but, during a poll, users reported where they fell short.

Solutions masquerading as problems

Over a third of respondents reported the issues of “listing solutions” on the Fishbone instead of causes. What we hear are phrases like, “the root cause is a lack of training”.

The problem with “lack of” anything is that it’s a sneaky way of putting a solution on the Fishbone.

The question is, “what is the training addressing?” Is it lack of user knowledge? If that’s the problem, could it be solved with helpful visuals, a simpler process? There are a lot of ways to address user knowledge before jumping to more employee training.

This is when you want to behave like the persistent detective – think Columbo, the classic 70’s TV icon. Every question helps you accumulate clues. People working through the process may have the answer without knowing it. The trick is to keep looking upstream until you find potential culprits. Dig past the symptoms.

To help with this phase, the checklist includes both a Fishbone Diagram Template as well as a video on how to get the most out of the Fishbone.

The Improve Phase is a long-anticipated step in the journey. It’s the step teams generally want to jump to from the start. Testing countermeasures, piloting solutions, watching the problem disappear, that’s the fun of process improvement. If you’ve done a proper job of Define, Measure, and Analyze, this phase falls nicely into place.

The ripple effect

The catch? Unintended consequences.

If you toss a stone into a lake you can see the ripples flow out from the center. The same principle holds true for process change. If you remove a step, change a form, skip an approval , will things fall apart? For that, we look to the Failure Modes & Effects Analysis or FMEA for short.

It’s a methodical way of assessing the potential for things to go wrong. It Involves deciding the potential severity and frequency of future problems and then mistake-proofing the process to prevent them. The technique originated at NASA since they couldn’t risk trial and error when sending men to the moon. By thinking through the risks of change they developed the kind of contingency plans you saw on display in movies like Apollo 13.

That’s why there’s an FMEA Template and a video on how to use it tucked into the main checklist from this post.

It’s okay to make changes. It’s simply key to think through the impact of those changes on other parts of the business.

Process Improvement can happen quickly and have a dramatic impact, but it’s critical to “stick the landing.” The Control Phase exists to see the improvement through to stability.

If teams move on and everyone takes their eyes off the ball, things may start to slip. What they need is the ability to continuously see the performance of the new process.

Sticking the landing

Have you ever tried to watch a game without a scoreboard? How would you know who was winning? Or how much time was left?

It’s the same with process work.

How does your team know how they’re doing? How do you stay aware of how the new process is performing?

By making the data visible.

Keeping an eye on Process Performance can be done with a single metric — you need to focus on one thing. If the goal was to reduce defects, then the single metric would be tracking the daily percentage of defects. A great way to measure success is with a Control Chart.

Control Charts are time charts. You might know them as Line Charts or Run Charts. They include a measure of variation so they are often referred to as “Run Charts that went to college”. They can be created in Excel , but they can also be drawn by hand.

Teams often set up whiteboards in the shared workspace to track things like defects. People can rotate responsibility for updating the chart. If people can see the measure and are responsible for it—they pay attention to it. What gets measured gets managed.

The Control Chart Template is embedded in the checklist for the Control Phase.

Process Improvement is a mainstay of Operational Excellence and checklists are simple but effective ways to make sure you get the outcomes you want. The following quote comes from the interim CEO/President of the Association for Manufacturing Excellence ( AME ).

“ I am a big fan of checklists for ensuring quality at the source. They serve an important purpose in reminding us of all that’s needed in a particular process or project. Without checklists, we risk missing or overlooking something by mistake. Checklists work best when ticking off items as they are completed, not en masse once the entire project is done. The key point is to use and follow them, not “pencil-whip” them from memory after the fact. While not foolproof, checklists can help us cover the details and result in more thorough, successful improvement efforts. ” – Jerry Wright , President, AME

Checklists have transformed healthcare, aviation, and countless other industries. Run this Process Street DMAIC Tollgate Checklist and make sure your next improvement effort gets great results.

Process Street is a powerful piece of workflow software that lets you crush the human error in your organization.

By creating process templates (like the free DMAIC checklist in this post) you can give your whole team a central location for them to see what they have to do, and how exactly they should do it.

No more confusion, no more errors.

Take advantage of our powerful feature set to create superpowered checklists, including:

Form fields
Conditional logic
Variable user permission levels
Exporting and printing templates
And much, much more!

Check out our intro webinar to see the app in action!

Stop leaving the success of your processes up to chance. Get started with a free trial of Process Street today!

How do you manage quality control in your business? Let us know in the comments!

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Ben Mulholland

Ben Mulholland is an Editor at Process Street , and winds down with a casual article or two on Mulholland Writing . Find him on Twitter here .

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What Is Lean Six Sigma?

Lean Six Sigma brings together principles from lean manufacturing and Six Sigma. Lean manufacturing is a philosophy that emphasizes the elimination of waste and the improvement of production flow through collaborative team effort. Six Sigma is a data-driven methodology that uses statistical analysis and problem-solving tools to identify and eliminate defects as well as process variations. Lean Six Sigma combines these methodologies to increase organizational efficiency.

Why Is Lean Six Sigma Important?

The combination of lean and Six Sigma methodologies provides a comprehensive approach to process improvement that can help organizations streamline their operations, reduce costs and improve quality, thereby leading to significant improvements in efficiency and customer satisfaction.

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Lean Six Sigma Techniques

Lean Six Sigma uses a variety of techniques to improve processes and reduce waste.

Value Stream Mapping

VSM is a tool we use to identify and eliminate waste in a process by mapping out the entire value stream, from the start of the process to the end.

DMAIC (Define, Measure, Analyze, Improve, Control) is a problem-solving methodology used to improve existing processes by identifying and eliminating the root cause of problems.

What Are the 5 Phases of Lean Six Sigma?

The Lean Six Sigma methodology typically consists of five phases known as DMAIC, which stands for define, measure, analyze, improve and control.

Kanban is a visual management tool that helps manage and control the flow of work by using cards or other visual indicators to signal where tasks are within a given project workflow.

5S is a workplace organization methodology that aims to improve efficiency and productivity by creating a clean, safe and organized work environment.The term 5S stands for the five Japanese words that describe the steps involved in the method: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain).

Poka-yoke is a mistake-proofing technique used to prevent errors from occurring in a process by designing products or processes that make it impossible for errors to occur. We can accomplish this by implementing physical or visual cues that alert the worker to a potential mistake or prevent the mistake from happening in the first place.

For instance, most modern microwave ovens have a safety mechanism that prevents the oven from operating if the door is not properly closed. This ensures that the user will not accidentally turn on the microwave with the door open, which could result in injury. This is a perfect example of Poka-Yoke implementation that protects users from injuries.

Statistical Process Control (SPC)

SPC is a technique used to monitor and control a process by using statistical methods to measure and analyze data . Control charts, process capability analysis and sampling plans are among these statistical methods used in SPC.

Sampling plans help us determine how many samples of a product or process output we should take for analysis. The goal is to obtain enough data to make accurate inferences about the overall process performance while minimizing the cost and time required for data collection and analysis.

Control charts help identify when a process is producing results that are outside of the expected range, which can signal the need for corrective action.

Process capability analysis involves calculating statistical metrics such as Cp and Cpk, which measure how well the process is centered and how much variation it produces.

Root Cause Analysis (RCA)

RCA is a problem-solving technique used to identify the underlying causes of problems by asking “why” until we reach the root cause.

Advantages of Lean Six Sigma

Improved quality.

Increased Efficiency

Cost Reduction

Improved customer satisfaction, cultural change.

Competitive Advantage

Lean Six Sigma methodologies are designed to improve process efficiency and reduce defects. By using data-driven analysis and process improvement techniques, Lean Six Sigma can help organizations improve product or service quality, which can lead to greater customer satisfaction and loyalty.

Increased Efficiency

Lean Six Sigma helps organizations identify and eliminate waste, non-value-added activities and other process inefficiencies. These improvements help reduce process cycle times, increase throughput and reduce costs, all of which lead to greater efficiency and productivity .

By reducing defects and inefficiencies, Lean Six Sigma can help organizations reduce costs associated with rework, scrap and other forms of waste. This can result in significant cost savings and improved profitability.

Lean Six Sigma helps organizations focus on customer needs and expectations, which can lead to improved customer satisfaction and loyalty. By reducing defects and improving quality, organizations can increase customer trust and confidence.

Lean Six Sigma methodologies emphasize collaboration, data-driven decision-making, customer value and a culture of continuous improvement .

The methodology encourages employees to constantly look for ways to improve processes, reduce waste and increase efficiency by promoting collaboration across teams. By breaking down silos and encouraging teamwork, it fosters a more positive and collaborative work environment.

Lean Six Sigma promotes data-driven decision making as it helps to establish a culture of continuous improvement. By regularly collecting and analyzing data on process performance, companies can identify trends and patterns that indicate areas for improvement.

Competitive Advantage

By improving quality, efficiency and customer satisfaction, Lean Six Sigma can help organizations gain a competitive advantage in the marketplace. This can lead to increased market share, revenue growth and improved profitability.

Lean Six Sigma Phases

In this phase, we establish a project team. The team then works to define the project goals and objectives as well as identify the process to be improved. The team also clarifies the problem and the customer’s requirements.

2. Measure

In this phase, teams measure and baseline the current performance of the process, collect data and develop a process map (or flowchart) to understand the process steps and potential areas for improvement.

3. Analyze

In this phase, teams analyze data to identify the root cause of problems and process variations. The team may use statistical analysis and other tools to help them identify the most significant causes of process problems.

4. Improve

In this phase, the team develops and implements process improvements by using the information gathered in the previous phases. The team may use lean tools to reduce waste, improve flow and make the process more efficient. The team may also use Six Sigma tools to reduce variation and improve quality.

5. Control

Finally, the team monitors and sustains process improvements over time. During the control phase, teams focus on monitoring and sustaining the improvements achieved in the previous phase. The team also develops a control plan to monitor the process and take corrective action when necessary.

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DMAIC in Lean Six Sigma vs. Six Sigma

The DMAIC process in Six Sigma and Lean Six Sigma is essentially the same. However, there are some key differences in how we apply DMAIC in the context of Six Sigma versus Lean Six Sigma.

In Six Sigma, DMAIC is typically focused on improving the quality of a process by reducing defects and minimizing variability. The emphasis is on achieving statistical process control and improving process capability. The team may use statistical tools such as hypothesis testing, design of experiments and control charts to identify and eliminate sources of variation and improve process performance.

In Lean Six Sigma, we use the DMAIC process to improve both the quality and efficiency of a process by reducing waste and improving flow. The team may use lean tools such as value stream mapping, 5S and kaizen events to identify and eliminate non-value-added activities and streamline the process flow. The team may also use Six Sigma tools to reduce variability and defects and improve quality.

Another key difference is that Lean Six Sigma places a greater emphasis on the customer and their needs throughout the DMAIC process. Teams identify and analyze customer needs in the define phase, then monitor and measure customer satisfaction throughout the process. This helps ensure the process improvements are aligned with the needs of the customer and deliver value to the organization.

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Lean Six Sigma Belt Levels

Lean Six Sigma uses a belt system to denote different levels of expertise and responsibilities within the organization. The belt system is based on the martial arts belt system, where darker belts indicate a greater level of expertise. Each belt level has its own set of responsibilities and requirements for certification.

There are five levels of Lean Six Sigma belts.

White Belt

This is the introductory level of Lean Six Sigma training and provides an overview of the basic concepts and principles of Lean Six Sigma.

Yellow Belt

Yellow belt training provides a more detailed understanding of the Lean Six Sigma methodology and prepares individuals to participate in improvement projects.

Green Belt

Green belt training provides a comprehensive understanding of Lean Six Sigma tools and techniques and prepares individuals to lead improvement projects.

Black Belt

Black belt training provides advanced training in Lean Six Sigma tools and techniques and prepares individuals to lead complex improvement projects and manage improvement programs .

Master Black Belt

Master black belt training provides the highest level of training in Lean Six Sigma and prepares individuals to be experts in the methodology and lead strategic improvement initiatives while mentoring and training others.

In addition to these belt levels, there are also Lean Six Sigma Champions who provide executive sponsorship and leadership for improvement initiatives, as well as Lean Six Sigma Facilitators who provide training and support for improvement projects.

Lean Six Sigma vs. Six Sigma

Lean Six Sigma and Six Sigma are two related methodologies that share the goal of improving business processes and reducing defects. However, there are some key differences between the two.

Six Sigma is a methodology that focuses on reducing defects and improving quality by using statistical analysis to measure and improve process performance.

Lean Six Sigma, on the other hand, combines the principles of lean manufacturing and Six Sigma. In addition to the DMAIC process, Lean Six Sigma also includes lean manufacturing principles such as value stream mapping, 5S and Kanban to improve process efficiency.

The main difference between Lean Six Sigma and Six Sigma is that Lean Six Sigma places a greater emphasis on the reduction of waste and non-value-added activities, while Six Sigma focuses more on reducing defects and improving process quality.

Another difference is that Lean Six Sigma is more focused on continuous improvement and cultural change, while Six Sigma is more focused on solving specific problems and implementing process improvements.

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Five Phases of Lean Six Sigma: A Complete Guide

Written by Contributing Writer
Updated on March 21, 2023

Customer expectations and behavior are constantly changing. Competition in nearly every industry seems to be intensifying. Profitability and growth now depend in large part on the efficiency of products and services and their speed to market.

Six Sigma is a process that organizations employ to optimize business processes for the most efficient and cost-effective approach while producing continuous product improvements.

In this article, we’ll explain the Six Sigma methodology, explore its benefits and challenges, and detail the five phases of Lean Six Sigma with examples.

What is the Six Sigma Methodology?

The Six Sigma methodology identifies defects and roadblocks that hinder performance, enabling companies to use strategies to streamline processes, decrease production variation, and improve the quality of products and services.

Six Sigma is a data-driven approach to establishing a culture committed to continuous process improvement. When implemented effectively and consistently, Six Sigma provides a framework for repeatable and systematic problem-solving.

Also Read: Six Sigma Methodologies for Process Improvement

What Is the Difference Between Six Sigma and Lean Six Sigma?

Six Sigma focuses on creating rigid consistency to reduce process variation and enhance process control. Lean Six Sigma eliminates processes that do not add value to promote more streamlined workflows.

In short, Six Sigma emphasizes reduction in variation using processes such as:

Statistical data analysis
Design of experiments
Hypothesis testing

Lean Six Sigma focuses on reductions in waste using processes such as:

Workplace organization
Visual controls

In most cases, organizations today incorporate both methodologies into their Six Sigma quality management practices.

What Are the Benefits of Six Sigma?

The benefits of Six Sigma and the DMAIC process include:

Improvements in Quality

By focusing on identifying and eliminating defects and wasted steps in processes, organizations can improve the quality of operations and products or services.

Increases in Efficiency

Six Sigma identifies roadblocks and inefficiencies in systems. Efficiency and productivity gains provide significant results in many cases. In manufacturing, for example, these efficiencies can improve quality, turnaround times, and cycle times for equipment.

More Efficient Decision Making

By putting quantifiable data at the heart of decisions, organizations can reduce making decisions based on intuition or assumptions. Instead, decisions are made based on facts and evidence and are measured against baselines for continuous improvement.

Improved Customer or End-User Satisfaction

When organizations can streamline processes to produce faster or higher-quality results, it improves customer satisfaction. This, in turn, can generate more loyal customers and higher customer retention levels.

Cost Savings

There can be significant financial benefits from implementing a Six Sigma methodology. Increased efficiency reduces waste and defects, creates efficiencies and streamlines processes, and produces better customer satisfaction.

Competitive Advantage

Organizations that utilize the five phases of Lean Six Sigma methodology can gain a competitive advantage in several ways, including delivering higher-quality products or services more efficiently and cost-effectively than their competitors.

Employee Engagement

Not to be overlooked in the five phases of Six Sigma are the benefits to employee engagement. Project teams typically include employees from various disciplines. Working together to understand problems and develop solutions encourages teamwork and is fundamental to creating a culture of continuous improvement.

Involving team members in the process also creates buy-in since team members have a stake in the success of the Six Sigma process.

Also Read: Six Sigma Principles: A Comprehensive Guide to Implementing and Optimizing Your Processes

What is DMAIC?

DMAIC is an acronym for the five phases of Six Sigma.

The DMAIC phases are an iterative process used to seek quality improvement by focusing on the process to create more efficient and permanent solutions. DMAIC provides the structure to the process, enabling project teams to use specific tools and deliverables that lead to process improvements. While most teams work through DMAIC in a linear fashion, it isn’t mandatory to do it this way. The process itself encourages team members to backtrack to previous steps, especially when additional information or insight is needed.

The Five Phases of Lean Six Sigma

Each of the five phases of Six Sigma is data-driven and focuses on standardizing an organization’s approach to problem-solving. So, let’s dig deeper into the DMAIC phases.

Phase 1: Define

In the define stage, team members work together to identify the information they’ll need to break down components of a problem or process and create smaller actionable terms. Rather than focusing on abstract goals, it seeks quantifiable and qualifiable data to clearly identify the objective of the project.

Teams will identify the Critical to Quality (CTQ) attributes as determined by the end-user or customer — called the voice of the customer (VOC) — and create a process map, including process inputs and process outputs.

For example, a manufacturing company has identified a problem somewhere in their production process that is leading to product defects outside of acceptable ranges but doesn’t know where or why these defects occur. In the define phase, they would design the project scope and establish objectives, such as reducing the number of acceptable defects in the production process to a specific number.

Phase 2: Measure

The measure step of the DMAIC phases of the Six Sigma process assesses current processes and capabilities. While the goal is to make process improvements, teams need a clear understanding of the current conditions to judge the effectiveness of any future changes. Without a baseline, it’s hard to measure if you’ve made any progress.

In this phase, team members will measure the current process and create a baseline for future comparison.

For example, this phase would identify the frequency of the defects and information about potential causes, such as production line speed or equipment breakdowns, deviations in material or suppliers, or other mitigating factors.

Phase 3: Analyze

The analysis phase of the Six Sigma methodology takes a deep dive into the data that’s been gathered to isolate root causes of inefficiencies and identify defects. Teams in this phase often create detailed subprocess maps for every step with the goal of eliminating and streamlining steps to improve performance and quality.

Teams might deploy several analysis tools, such as Pareto charts or fishbone diagrams, to analyze the root causes of the high defect rate.

Teams also analyze the performance and financial benefits of solving a problem or improving a process.

Phase 4: Improve

After identifying the root cause of any issues, this phase focuses on finding the solution or improvement. Common methods include deploying a design of experiment model to isolate variables and test hypotheses until obstacles are uncovered.

Once process improvements are identified, teams create a proposed solution and then implement pilot programs to test, ensuring solutions meet project objectives and are financially viable.

As an outcome of analyzing the data, teams might redesign the production process, recommend upgrading equipment or maintenance procedures, or provide additional training to operators.

Phase 5: Control

The final step of the five phases of Lean Six Sigma involves documentation of the solutions created for process owners. This includes actionable steps, timelines, and milestones for implementation. In this phase, the control plan details the daily workflow.

The project team then monitors the project for a prescribed period to make sure the process meets performance expectations in real-world environments before turning it over to process owners.

In the control phase, organizations might implement control charts to tightly monitor production output and defect rates, the impact of operator training, and any other solutions deployed.

Each of the five phases of Six Sigma works together to create a repeatable template for improving business processes. When fully integrated into an organization’s culture, it enables teams to innovate new solutions, measure effectiveness and efficiency, and create quantifiable process improvements.

Also Read: Six Sigma vs. Lean Six Sigma: Which Methodology Is Right for Your Business?

Challenges with Implementing Six Sigma

Even though Six Sigma can help your team become more efficient and cost-effective, there are implementation challenges when it comes to DMAIC phases.

The five phases of Lean Six Sigma examine increasingly minute details and micro-steps in every aspect of task completion. This can be challenging for team members to accomplish without experienced project managers that are trained in Six Sigma methodologies. Organizations need team members that understand statistical training and quantifying data points effectively in order to successfully implement this methodology — it’s not something you can pick up on the fly.

Implementing Six Sigma Tools

There’s also a learning curve for the diverse set of tools required to uncover root causes and validate potential solutions. Throughout the DMAIC process, teams may need to be proficient in using tools such as:

Pareto charts
Gage R&R
Process capability upper and lower bounds
Attribute agreement analysis
ANOVA statistical modeling
Regression equations
Control charts
Statistical process control (SPC)
Value stream mapping

Other tools may also be needed depending on industry and functionality. As you can see, some of these tools are incredibly specific and scientific, so it can be tricky to implement if someone on your team isn’t familiar enough with them while going through the five phases of Lean Six Sigma

Organizational Commitment

Effective Six Sigma implementation required buy-in across the wider organization, starting at the very top. Without proper funding, resources, and continued support, the process can be ineffective. In some cases, this leads to incomplete solutions, lack of follow-through, or failure to embrace workplace changes.

To be successful, Six Sigma needs to be embraced and become part of the company culture.

Also Read: Value Stream Mapping in Six Sigma

Fast Track Your Career in Quality Management

Efficiently deploying Six Sigma methodologies and DMAIC phases requires training and expertise. Professionally-trained and certified Six Sigma professionals can make substantive contributions to organizational improvement and earn a lucrative career as a Six Sigma expert.

If you are looking to fast-track your career in Quality Management, an accredited Six Sigma course can help. You can get hands-on experience and mentoring as you solve real-world business processes and learn about:

Agile management
Lean management
Six Sigma Green Belt
Lean Six Sigma Black Belt
Quality management
Digital transformation

Become a Lean Six Sigma Expert with the post graduate program delivered by Simplilearn in collaboration with the University of Massachusetts. Download the program brochure to learn more about the Lean Six Sigma course. This program is accredited by the International Association for Six Sigma Certification (IASSC) and has professors who can share real-world experiences to help bring these complicated concepts to life.

You might also like to read:

The Top 24 Lean Six Sigma Interview Questions for 2023

Six Sigma Methodologies for Process Improvement

Ultimate Guide to Six Sigma Control Charts

Process Mapping in Six Sigma: Here’s All You Need to Know

What Are the Elements of a Six Sigma Project Charter?

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A Guide to Failure Mode and Effects Analysis

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A Guide to Design of Experiments in Six Sigma

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Lean Six Sigma 101: A Continuous Improvement Guide

In our fast-paced, ever-evolving business landscape, companies are always looking for ways to refine their operations and boost efficiency. Lean Six Sigma stands out as a robust solution, fostering continuous improvement for these organizations.

As companies push the boundaries in pursuit of exceptional performance, Lean Six Sigma offers a powerful toolkit and guiding principles that empower organizations to tackle challenges confidently. By merging the strengths of both Lean and Six Sigma methodologies, it paves the way for organizations to reduce waste, fine-tune processes, and elevate the quality of their products and services.

What is Lean Six Sigma?

Lean Six Sigma is an integrated and comprehensive approach to enhancing operational efficiency and quality. It merges two distinct methodologies, Lean and Six Sigma, to form an effective framework for continuous improvement.

Lean originates from the Toyota Production System and focuses on eliminating activities that do not add value to a process i.e. waste.

On the other hand, Six Sigma is a data-centric methodology aimed at systematically minimizing process defects. The name “Six Sigma” represents an aspirational quality level, aiming for a mere 3.4 defects out of a million opportunities. Six Sigma employs a rigorous statistical approach to pinpoint and address root causes to achieve this quality level.

Organizations harness the best of both worlds by integrating Lean and Six Sigma. While Lean streamlines processes by cutting waste and enhancing flow, Six Sigma uses data analysis to detect and eradicate problems at the source. Together, they provide a well-rounded approach to continuous improvement.

Lean Six Sigma vs Kaizen: main similarities and differences

Both Lean Six Sigma and KAIZEN™️ provide valuable methodologies for tackling organizational challenges, albeit with distinct approaches. They differ in some aspects, each offering unique perspectives on problem-solving and continuous improvement.

Six Sigma heavily relies on quantitative metrics and statistical analysis to drive improvements in business processes, aiming to minimize defects and enhance quality. On the other hand, KAIZEN™️ focuses on holistic improvement throughout the organization, transcending reliance solely on numerical data associated with quality.

Despite these methodological nuances, both Six Sigma and KAIZEN™️ share a common goal: to optimize corporate efficiency and effectiveness by purging non-value-added activities. In practice, companies can adopt a blended approach, incorporating elements from both Six Sigma and Lean concepts, as well as from KAIZEN™️.

Both Lean Six Sigma and KAIZEN™️ stand out as exceptional concepts that yield significant time and cost savings, providing organizations with valuable tools to enhance their operations.

Why is Lean Six Sigma important?

The Lean Six Sigma is important for several fundamental reasons that positively impact organizations. This comprehensive approach to continuous improvement provides significant benefits that are reflected in various key areas:

Operational Efficiency Reach

The Lean Six Sigma is designed to eliminate waste, reduce inefficiencies, and optimize processes. This leads to more streamlined workflows, shorter cycle times, and a more efficient use of resources.

Quality Improvement

The Six Sigma methodology aims to reduce defects and enhance quality. This results in higher-quality products and services, reducing customer complaints, rework, and costs associated with errors.

Increased Customer Satisfaction

Lean Six Sigma enhances customer satisfaction by focusing on quality, reducing lead time, and delivering value to the customer.

Data-Driven Decision Making

Lean Six Sigma employs statistical analyses for informed decision-making. This diminishes subjectivity in business decisions, allowing organizations to identify and address the root causes of problems more effectively.

Cost Reduction

Lean Six Sigma significantly reduces operational costs by eliminating waste, rework, and defects. This directly improves profit margins and competitiveness.

Implementation of a Culture of Continuous Improvement and Innovation

Lean Six Sigma fosters a culture of continuous improvement throughout the organization. Employees are empowered to identify issues, implement solutions, and seek excellence in their daily processes. They are also encouraged to discover new ways of doing things, which can lead to innovative products, services, and processes.

Lean Six Sigma provides a structured and systematic approach to enhancing efficiency, quality, and customer satisfaction while driving a culture of continuous improvement and data-driven decision-making. Organizations that successfully implement Lean Six Sigma often gain a significant competitive advantage.

What are the Principles of Lean Six Sigma

The values of Lean Six Sigma are based on a combination of Lean and Six Sigma principles. The following are the main principles:

Focus on Customer Needs

All improvement efforts should be directed toward delivering products and services that meet or exceed customer expectations.

Waste Identification and Elimination

Tasks that do not add value from the customer’s perspective should be identified and eliminated.

Continuous Improvement

The pursuit of excellence is an ongoing process. Organizations should continuously seek ways to enhance their processes.

Decisions should be based on concrete analyses and data , not on assumptions. This approach aids in identifying root causes and assessing changes’ impact.

Employee Involvement

Employees are a valuable knowledge source on processes and challenges. Encouraging their active participation and involvement helps pinpoint improvement opportunities, and fosters shared accountability.

Process Standardization

Establishing clear and consistent standards for processes helps reduce variability and ensures product or service quality . Consistent processes also make it easier to detect anomalies.

Systematic and Structured Approach

Lean Six Sigma employs a systematic approach, such as the DMAIC methodology (Define, Measure, Analyze, Improve, and Control), to address issues and roll out improvements.

Leadership and Commitment

Organizational leadership plays a pivotal role in fostering a continuous improvement culture.

Measurable Outcomes

The success of Lean Six Sigma is gauged through tangible outcomes, such as defect reduction, efficiency/productivity enhancement, cost savings, and customer satisfaction. Routine measurement ensures that improvements have a positive impact.

These principles guide Lean Six Sigma’s successful implementation, setting organizations to achieve sustainable improvement in their operations and processes.

The Lean Six Sigma Methodology

As previously mentioned, Lean Six Sigma is a structured and systematic approach that combines Lean and Six Sigma principles to achieve operational excellence and continuous improvement in organizations. It provides a clear and directed path for problem-solving and process improvement, addressing waste elimination.

DMAIC: Define, Measure, Analyze, Improve, Control

The DMAIC process is at the heart of the Lean Six Sigma methodology. It is a five-step sequence that guides teams in problem-solving and process improvement.

DMAIC process: Define, Measure, Analyze, Improve, Control.

Each step plays a specific role in the transformation process:

Define : In this step, the team clearly defines the problem and establishes improvement objectives. Understanding the current situation, identifying stakeholders, and setting success criteria are essential.
Measure : During this phase, the team collects relevant data about the process. Measurement is vital to understand current performance, identify variations, and determine the extent of existing problems.
Analyze : The analysis stage involves delving into the data gathered in the previous step to identify root causes. Statistical tools are often employed to identify patterns and trends that might be contributing to the issue.
Improve : By understanding the root causes, the team develops and implements solutions. These are tested and adjusted as needed before final implementation.
Control : The final step focuses on maintaining and monitoring the improvements. Control systems are established to ensure that changes remain effective in the long run. This involves defining Key Performance Indicators (KPIs) and creating a monitoring plan.

How Lean Six Sigma is applied in real-world scenarios

Implementing Lean Six Sigma in real-world scenarios is adapted based on the organization’s specific needs and the problem at hand. Teams are established, typically with a Green or Black Belt leader who is an expert in the methodology.

Teams go through the DMAIC stages, applying specific tools and techniques at each phase. This might encompass data analysis, value stream mapping, and design of experiments, among others. The methodology is versatile enough to find applications in diverse sectors, from manufacturing to services.

Lean Six Sigma fosters a collaborative approach, engaging team members and relevant stakeholders throughout the process. The emphasis on data collection and analysis supports informed decisions, while the continuous improvement culture encourages experimentation and innovation.

Ultimately, Lean Six Sigma results in sustainable improvements in processes and quality, cost reduction, heightened customer satisfaction, and an organizational culture geared toward excellence .

What are Lean Six Sigma Tools

Lean Six Sigma boasts a wide range of tools and techniques that assist in problem identification, data analysis, problem resolution, and continuous improvement. These tools are employed throughout the DMAIC process stages to guide teams in systematically addressing issues. Here are some of the primary tools:

Value Stream Mapping

A visualization tool for a process flow, used during Value Stream Analysis , which identifies value-adding and wasteful activities. It aids in waste elimination and process optimization.

Diagrams (Fishbone or Cause and Effect Diagram)

Utilized to find an issue’s potential causes, this diagram categorizes them into areas such as people, processes, equipment, materials, and environment.

Control Charts

These are employed to monitor a process’s performance over time. They assist in identifying variations and deviations from set targets.

Pareto Analysis

A tool for prioritizing the most significant problems or causes and identifying the main contributors to a given problem.

Root Cause Analysis

Using tools such as the 5 Whys, teams delve deep into the underlying causes of a problem to identify the root cause.

Design of Experiments (DOE)

Used to test multiple process variables and reveal which factors have the most significant impact on process outputs.

Scatter Plots

These display the relationship between two variables and assist in finding a potential correlation between them.

Regression Analysis

Employed to examine the relationship between independent and dependent variables, allowing for outcome predictions based on historical data.

Failure Modes and Effects Analysis (FMEA)

Evaluates potential failure modes in a process or system, identifying their causes and impacts, and setting priorities for mitigation actions.

An approach to workplace organization and cleanliness focused on enhancing efficiency, safety, and employee motivation.

A visual workflow management tool that helps control and optimize production and material flow.

Devices or techniques designed to prevent errors and defects, minimizing the potential for human mistakes.

These are just a handful of the many tools Lean Six Sigma offers. Which tool to use depends on the problem’s nature and the project’s unique needs. By smartly combining these tools, teams can effectively pinpoint and tackle issues, achieving sustainable improvements and outcomes in organizational processes.

Lean Six Sigma Training and Certification

Appropriate training plays a pivotal role in effectively implementing Lean Six Sigma. It is essential to deeply understand the tools, techniques, and methods involved to make meaningful improvements in organizational processes and outcomes.

A Lean Six Sigma certification is a formal recognition for individuals who have shown expertise in using the methodology. This certification confirms that they have acquired the skills to lead improvement projects, apply statistical tools, and lead teams to achieve efficiency, quality, and reduce variability.

The most common certification levels – Lean Six Sigma Belts – are:

White Belt : These are team members familiar with the basic concepts of Six Sigma and can support projects but do not hold a leadership role.
Yellow Belt : They possess slightly advanced knowledge and can actively participate in projects as team members.
Green Belt : These members have a deeper understanding of the Six Sigma tools and techniques and can lead small projects and collaborate closely with the Black Belts.
Black Belt : These are highly trained and qualified project leaders. They are experts in Six Sigma and have the ability to lead complex improvement projects, apply advanced statistical tools, analyze data, and implement significant changes in processes.
Master Black Belt : These seasoned experts lead in implementing and developing Six Sigma within the organization. They provide training, guidance, and support to Black Belts and Green Belts, ensuring the methodology is effectively applied throughout the organization.

The most common Lean Six Sigma Belts certification levels.

Obtaining a certification in Lean Six Sigma typically involves completing formal training, knowledge examinations, and practical application of the skills learned.

The importance of training and certification in Lean Six Sigma

Lean Six Sigma training provides detailed knowledge of its underlying tools, methodologies, and principles. It empowers professionals to effectively identify problems, analyze data, and implement solutions, leading to measurable improvements.

Certification indicates that its holder possesses the necessary skills to apply Lean Six Sigma effectively. This ensures the right approaches are adopted to address complex issues and enhance processes.

On the other hand, Lean Six Sigma-certified professionals can spread a continuous improvement culture within their organizations. They can lead teams, foster collaboration, and guide implementing improvement initiatives.

How Kaizen Institute can help you become a Lean Six Sigma expert

The Kaizen Institute offers training programs with various certification levels to meet clients’ needs. Here are some benefits of the Kaizen Institute’s training and certifications:

Specialized Training and Belt Certification: The Kaizen Institute provides hands-on training and certification at various levels. These programs cover all aspects of Lean Six Sigma, from basic concepts to advanced techniques.
Globally Recognized Certification: The certifications provided by the Kaizen Institute are widely recognized internationally. Earning a Lean Six Sigma “belt” validates skills and knowledge, enhancing credibility as an expert in the field.
Practical Experience: Beyond theory, the Kaizen Institute’s courses include hands-on exercises and real-world case studies. This allows participants to apply theoretical knowledge in actual scenarios and gain confidence in their abilities.
Continuous Learning : The Kaizen Institute offers an ongoing learning journey, allowing professionals to deepen their knowledge in Lean Six Sigma as they advance in their careers.

Still have questions about Lean Six Sigma?

What is the fishbone diagram in six sigma.

The fishbone diagram, also known as the “Ishikawa Diagram” or “Cause and Effect Diagram”, is a visual tool used within Six Sigma to identify and analyze potential causes of a specific problem. It is called the “fishbone” due to its appearance, which resembles a fish’s spine when drawn.

The basic structure of the fishbone diagram consists of a central line from which several diagonal lines branch out, each representing a potential cause category. These categories typically fit into the renowned “6 Ms”:

Methods : Processes, procedures, policies.
Manpower : Skills, training, workforce.
Machines : Equipment, tools, technology.
Materials : Raw materials, supplies, inputs.
Measurement : Data collection methods, evaluation.
Environment : Conditions, context, workplace setting.

Each category is further divided into specific potential causes related to the problem.

What is the meaning of Kaizen?

“KAIZEN™️” is a Japanese word that means “continuous improvement.” Within the context of Lean Six Sigma and continuous improvement, the term “KAIZEN™️” describes a systematic and ongoing approach to enhancement and problem-solving in every aspect of an organization, from processes and products to culture.

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DMAIC Model | The 5 Phase DMAIC Process to Problem-Solving

5 mins to read
July 1, 2020
By Reagan Pannell

Summary: An Introduction to DMAIC

Dmaic – the dmaic model.

The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found.

A note about the structure and the approach used in this article.

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the Green Belt Course and the Black Belt Course .

What is the dmaic model.

DMAIC is short for: Define, Measure, Analyse, Improve and Control. These are the key phases that each project must go through to find the right solution. This flow is the concept behind DMAIC Analysis of an issue and its the DMAIC cycle all projects must go through.

As you can quickly see from the 5 DMAIC phases they follow a logical sequence as we will go through in more detail below. But they also make sure you do not try to jump to implementing a solution before you have properly, defined and measured what you are going to be an improvement.

We all love to jump to solutions, but the DMAIC problem-solving structure helps us have a more rigorous approach so that we do not short cut the process and perhaps miss the best solution or perhaps implement the wrong solution as well. It can help companies better structure their problem-solving approaches and be more robust in their approach.

DMAIC – The 5 DMAIC Process Phases

The phases throughout the DMAIC model have and can be broken down in many different ways. One of the best approaches we have found is from Opex Resources which shows how to examine the existing processes, and with a project team, and the sigma improvement process, we can solve complex issues.

DMAIC Define Phase

The purpose of the Define phase is ultimately to describe the problems that need to be solved and for the key business decision-makers to be aligned on the goal of the project. Its about creating and agreeing the project charter .

All too often, teams have identified solutions without actually defining what it is they will actually be trying to do or perhaps not do. This can lead to internal confusion and often solutions which completely miss the business requirements and needs.

Define the Business Case
Understand the Consumer
Define The Process
Manage the Project
Gain Project Approval

DMAIC Measure Phase

In the measure phase, the goal is to collect the relevant information to baseline the current performance of the product or the process. In this stage, we want to identify the level of “defects” or the errors that go wrong and use the baseline to measure our progress throughout the project.

The key goal of this phase is to have a very strong and clear measure/baseline of how things are performing today so that we can always monitor our progress towards our goals. We need to understand our cycle times , process times, quality metrics.

Many projects are delivered without clear benefits being shown because the team never fully baseline the current status before making changes.

The Measure phase can be broken down into 5 key areas:

Develop Process Measures
Collect Process Data
Check the Data Quality
Understand Process Behaviour
Baseline Process Capability and Potential

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DMAIC Analyse Phase

The goal of the DMAIC Analyse phase with the lean six sigma improvement process is to identify which process inputs or parameters have the most critical effect on the outputs. In other words, we want to identify the root cause(s) so that we know what critical elements we need to fix.

During this phase, the teams need to explore all potential root causes using both analytical approaches, statistical approaches or even graphical tools such as VSM’s and Process maps to uncover the most important elements which need to be changed/fixed.

The Analyse phase can be broken down into:

Analyse the Process
Develop Theories and Ideas
Analyse the Data
and finally, Verify Root Causes

DMAIC Improve Phase

The goal of the improvement phase is to identify a wide range of potential solutions before identifying the critical solutions which will give us the maximum return for our investment and directly fix the root cause we identified.

During this phase, the team brainstorm, pilot, test and validate potential improvement ideas before finally implementing the right solutions. With each pilot, the team can validate how well it improves the key measures they identified back in Define and Measure. When the team finally roll out the solution, the results should be seen if the right solution has been found and implemented correctly.

The Improve phase can be broken down into:

Generate Potential Solutions
Select the Best Solution
Assess the Risks
Pilot and Implement

DMAIC Control Phase

The final part of the DMAIC Model is the Control phase where we need to ensure that the new changes become business as normal and we do not revert to the same way of working as before.

During this phase, we want to ensure that we close the project off by validating the project savings and ensuring the new process is correctly documented. We also need to make sure that new measures and process KPI’s are in place and, finally that we get the business champion to sign off on both the project and the savings. We may need to redesign the workplace following the 5S principles .

The Control phase can be broken down into:

Implement Ongoing Measurements
Standardise Solutions
Quantify the Improvement
Close The Project

The key closing documents of the Control Phase is a Control Plan that documents all the changes and process steps with key risks, standard work instructions and the Project Close-Out document signed by the business owners to accept the change and the validated benefits.

The DMAIC Model vs. A3 Management vs. 8D Problem Solving

The DMAIC model is not the only project management roadmap. Two others which are important is the A3 format which originally comes from Toyota and is very Lean focused and the 8D which draws more of the DMAIC structure but with the 1-page idea of the A3.

Everyone has their own preference but each method is interchangeable. The DMAIC Structure lends its self naturally to a multi-slide Powerpoint presentation. Whereas the A3 is a single-page document which is perfect for internal communication and adding into War Rooms and Control Towers.

What’s important is that every problem-solving approach follows the PDCA (Plan, Do, Check and Act) Scientific Problem Solving format. The reset is just a preference or using the right tool in the right circumstances.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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What is Lean Six Sigma?

Learn the principles, tools, and benefits of this powerful methodology.

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Continuous improvement

What is Lean?

What is six sigma, similarities and differences.

Real-world problem
Team analysis
Process focused analysis
Data based analysis
Impact of the process sigma
Root cause(s)
Control system

Organizational benefits

Personal benefits.

Using Lean Six Sigma
Yellow Belt
Master Black Belt
Process definition

Define phase

Measure phase, analyze phase, improve phase, control phase, phase gate reviews.

Process analysis
Visual analysis
Statistical analysis
Project and team management

Lean Six Sigma is a process improvement methodology designed to eliminate problems, remove waste and inefficiency, and improve working conditions to provide a better response to customers’ needs.

It combines the tools, methods and principles of Lean and Six Sigma into one popular and powerful methodology for improving your organization’s operations.

Lean Six Sigma’s team-oriented approach has proven results in maximizing efficiency and dramatically improving profitability for businesses around the world.

Still wondering, “What is Lean Six Sigma exactly?” Read on for an in-depth dive into what it is, why it matters, and how to do it right.

There are three key elements to Lean Six Sigma.

Tools and techniques : A comprehensive set of tools and analytical techniques that are used to identify and solve problems.

Process and methodology : A series of phases that organize the use of the problem-solving tools to ensure that the true root causes are found and that a solution is fully implemented.

Mindset and culture : A way of thinking that relies on data and processes to achieve operational performance goals and continuously improve.

These three elements reinforce each other. Analytical techniques are not used effectively unless there is a process for applying them and a mindset of continuous improvement creating the need for them. An improvement process does not produce the desired results unless it includes the tools and techniques that define the activity of the process steps and there is a culture that insists on systemic data-based approach to solving problems.

Finally, a culture that seeks to continuously improve will be frustrated if there are no tools and techniques for analysis and no process or methodology that can be applied to organize and focus the improvement efforts. Fortunately, the Lean Six Sigma approach to business improvement includes all three layers.

Let’s take a look at the history of Lean Six Sigma, and how the different parts of this methodology were formed to become the process improvement approach we know today.

What is continuous improvement?

Continuous improvement as a business strategy and discipline developed as an offshoot of Frederick Winslow Taylor’s Principles of Scientific Management . Taylor described business as a series of interlocking workflows or processes that should be managed using data.

In the 1930’s Walter Shewhart developed a set of management disciplines for process control and continuous improvement. These disciplines were based upon Taylor’s principles of business workflows and a reliance on data. Shewhart’s work is the foundation for the engineering and management disciplines of Quality Assurance and Quality Control found in most organizations today.

One of Shewhart’s students and proteges was Edward Deming, who used these principles to remake the Japanese automotive industry into a global quality and engineering powerhouse following World War II.

Lean was developed in Toyota as part of the Toyota Production System , which was built around the work of Shewhart and Deming. Toyota had been a client of Deming and established its operational management practices on the principles he taught. The fundamental driver of Lean is the elimination of waste. In fact, a good description of the Lean approach is, "a set of tools that assist in the identification and the steady elimination of waste."

If a company is doing large scale, high-quantity production like Toyota; then a process with waste in it means that company is creating large-scale, high quantity waste. No company wants to do this. The Lean approach uses tools to analyze the business process.

Five principles of lean manufacturing

Value Value is determined by what the customer considers to be important within a product or service, rather than what the individuals developing or delivering the product or service consider important.
Value Stream The set of business activities and steps involved in creating and delivering products and services to the customer; it is the connection of the steps together rather than considering each step in isolation.
Flow The degree to which there is smooth uninterrupted flow of activities that add value to the customer, rather than waste and inefficiency that impedes the flow through the value stream.
Pull The degree to which the value stream is only processing products and services for which there is a customer demand, rather than creating something and hoping someone wants it.
Perfection The continuous assessment of value stream performance to identify and improve the value created and delivered to the customer, rather than resisting changes that improve the process of creating and delivering customer value.

Three types of waste

Using the terms of the Toyota Production System, the Lean methodology identifies and strives to eliminate three types of waste:

Muda Non-value added work – pure waste.
Mura Unevenness in flow – unpredictable variation requires compensation elsewhere in the system.
Muri Over-burdening resources beyond their normal rated capability – stresses and damages resources so that they are unable to do a normal workload.

As you can probably tell from both of these lists, the principles of Lean can be applied to any business process or operation, not just manufacturing. It is now used in literally all functions and all industries.

Six Sigma was first developed at Motorola during the late 1980s. The methodology was pioneered by Bill Smith, a quality engineer, whose goal was to improve the way the quality and measurement systems worked so as to eliminate errors. The Motorola systems tolerated error rates that created too much scrap, rework, redundant testing and often customer dissatisfaction.

The Six Sigma approach focused on identifying and eliminating anything that caused variation in the process. When the variation is gone, the process results can be precisely predicted – every time. By designing the system so that these precisely predictable results fall within the zone of acceptable performance from a customer perspective, process errors are eliminated.

But the engineers at Motorola went one step further. They knew from experience that many process changes were not effective because they did not get to the root cause of the problem. Also, the changes they made would not stick, as the operators reverted back to doing things in the original manner over time. Six Sigma was organized with five phases to address these issues.

What are the five phases of Six Sigma?

Define In this phase the boundaries for the process being analyzed are set and the expectations or desired performance for that process are defined from a customer perspective. This is to ensure a change does not degrade the customer experience, but instead enhances it.
Measure In this phase the current performance of the process, product or service is measured to determine what is actually occurring, especially from a customer perspective. This is to ensure the analysis and solution are based on actual performance, not theoretical or anecdotal information.
Analyze In this phase the process, product or service is analyzed using the measured data to determine the source or sources of the variation that are causing the problem. This is to ensure the true root cause(s) is identified and not just a symptom.
Improve In this phase the possible changes to the process, product or service are assessed and a solution set of changes is designed and tested. This is to ensure the solution creates the desired effect and that the variation is reduced or eliminated.
Control In this phase the changes are implemented, the supporting systems are also updated and the process, product, or service is put under control – normally statistical process control – to ensure the solution is fully implemented in a sustainable manner and to identify if performance starts to degrade.

The methodology of Six Sigma will work with any process, product or service that has a definable performance goal and measurable characteristics, because the methodology heavily relies on data.

Lean vs six sigma similarities road sign

Lean and Six Sigma have been combined because, although they are different, they are complementary. The similarities allow them to mesh together well. The differences ensure that there are analytical tools and solution options available that will improve the process, product or service. It is due to the similarities that both types of analysis can be done simultaneously on the same process, product, or service.

Similarities of Lean and Six Sigma

Both rely on a definition of value that is based upon the customer experience. The customer is king (or queen).
Both use a process flow mapping approach to understand the process. Even when the analysis is based upon a product or service, there is a process that is associated with creating and delivering that product or service.
Both rely on data for determining current performance and for determining the impact of future performance. The data collected in a Lean Six Sigma project can often be used to support both Lean analysis and Six Sigma analysis. The reliance on data helps to ensure that the true root cause is identified.
Both are applied using improvement projects that typically will be implemented by a small cross-functional team. The duration of the project and the size of the team will depend upon the scope and scale of the process, product or service being analyzed for improvement.
Both have migrated beyond the manufacturing operation and are now used for all functions and for all internally facing and externally facing processes. They are also used in all industries including industrial, consumer, government, education, and non-profits.
Improvements based upon using either approach will normally both reduce waste and reduce variation. Removing wasted steps and activities (muda) eliminates sources of variation, and removing variation eliminates wasted process capacity and steps associated with accommodating the variation (mura and muri).

However, there are some differences in the two approaches. These differences do not create a conflict, rather they provide multiple paths that can be used to reach a similar destination. A Lean Six Sigma project should let the nature of the defect, as defined by the customer value, and the current state of the process, product, or service dictate which sets of tools are most appropriate. The final solution is often a hybrid combination of both Lean improvements and Six Sigma improvements.

What is the difference between Lean and Six Sigma?

Different focus for problem identification – Lean is focused on waste (muda, mura, muri) and Six Sigma is focused on variation, any deviation from the target performance.
Different types of techniques – Lean primarily uses visual techniques for both analysis and solution creation that are supported with data analysis. Six Sigma primarily uses statistical techniques for analysis and solution creation that are supported with data visualization. This leads to a myth that Lean is easier than Six Sigma, because the visual analysis of Lean is easy to understand, while many people are intimidated by Six Sigma’s numerical analysis. The reality is that both types of analysis are easy to perform with today’s statistical support tools.
Different types of documentation for the solution – the Lean solution is documented with a revised value stream map that leads to changes in workflows and often changes in work instructions at many of the steps in the process. The Six Sigma solution is documented with changes in setup procedures and the control plan for monitoring the process and responding to variation. It will also impact work instructions and frequently leads to changes in the measurement approach or systems.

The two approaches are compatible in so many ways that it was easy to merge them into one methodology so as to get the synergistic effect of combining them. Lean Six Sigma, as it is normally practiced, avoids most of the pitfalls from earlier failed approaches.

Lean Six Sigma principles

Let’s outline the principles that have helped to make Lean Six Sigma so effective. I have been directly involved in the successful implementation of Lean Six Sigma in many organizations, and I have done consulting in several organizations who had tried and failed to implement an effective Lean Six Sigma program. In the successful programs, the following principles were adopted. In the failed implementations, at least one or more principle was not followed.

Addressing a real-world problem

Lean Six Sigma is both a top-down and bottom-up methodology. The top-down element is associated with problem selection. The Lean Six Sigma project teams are focused on real-world problems that are impacting customers and processes right now. Often the team members are feeling the effect of the problem with rework and repair activities or addressing customer complaints. This lends a sense of urgency and importance to the project. It is not just "busy work," it is real work.

One of the reasons for the failure of the Quality Circle programs of the 1980s was that every team could choose its own project. While this sounds great for empowerment, often the projects selected were not real-world problems. In one organization I worked with, one of the first projects selected by a team was to repaint the lunch room and put up new curtains. Soon the whole initiative was viewed in the organization as a "fun" party time activity, but not related to real business improvement.

It is often hard to get the organization to recognize the importance of this methodology for business success. Buy-in is much easier to achieve when both management and the team understand the importance of identifying and fixing the problem. But management does not dictate a problem and solution. Rather the analysis by the team determines the true root cause.

Analysis is accomplished by a team

Lean six sigma team helping each other over an obstacle

A Lean Six Sigma project is normally staffed by a cross-functional team that is involved with different aspects of the process being analyzed. Many business processes are cross-functional and a cross-functional analysis is needed to prevent sub-optimization of the process. Improving one step at the expense of another step does not eliminate waste or variation, it just moves it to a different step in the process.

A problem I have seen in several Lean Six Sigma implementations was that the Green Belt and Black Belt project leaders worked on their own to find and fix the problem without the help of a cross-functional team. If the process and problem were small and the project leader understood the process, this would prove effective. However, with large cross-functional processes and projects, or in some cases when the project leader had no background in the type of process or problem being analyzed, the projects would become stalled and delayed.

By including a cross-functional team, all the perspectives of the organizations that are involved and impacted by the project are included in the problem analysis, and even more importantly in the development of the solution. The in-depth knowledge of the different team members is helpful for understanding the problem and the implications of the data. These different perspectives are crucial to help the team create a solution that addresses the immediate problem and often will help to eliminate waste and variation in other aspects of the process.

Analysis is focused on a process

Lean six sigma analyzing process with elephant

Lean Six Sigma is best used for analyzing processes. Even when the problem under investigation is an obvious product problem, Lean Six Sigma will be much more effective when it is applied to the process that designs or builds the product, rather than looking at just the product itself. That is because the analysis is meant to investigate and improve actions, and actions are the steps of processes. Actions seldom happen in a vacuum with no impact from preceding or succeeding actions. Instead they must be considered in the context of the process in which they are occurring. The Lean value stream map or Six Sigma process map provide a picture of that process.

On numerous occasions, I have found that the creation of a map of the process immediately led to an understanding of what was happening, and recognition of some of the underlying problems that are hidden when an individual is only aware of their step in the process. On a few occasions I have encountered a project team that focused solely on a product defect without considering the process that created or used the product. While they could identify the defect, they could not determine the actual cause and create a solution until a process map was created.

Analysis is based upon data

Lean six sigma data analysis foundation of building

Lean Six Sigma relies on data, not guesses. The Lean value stream map is verified with a walk-through of the process, and then data is collected at each step. The current condition of the process, product or service is measured in the Measure phase. This includes measuring the problem or defect and measuring anything that is done correctly. The data that is captured is used for analysis to determine the actual state of what is happening, not an assumed state. This analysis verifies the underlying causes so that the correct problem is fixed. But the reliance on data does not stop there. When a solution has been created, data is collected to determine if the solution has truly fixed the problem. And then data is used to ensure the solution stays in place and the problem does not return.

One of the challenges that continuous improvement and problem-solving initiatives have had over the years is a difficulty accepting the reality of the current conditions. Businesses are often in denial about problems and issues. I recently worked with a company that was implementing Lean Six Sigma. One of the initial project teams was tasked with resolving a product issue that created large levels of rework in their operation and was the source of numerous customer complaints. The problem had been "solved" on numerous occasions by putting tighter controls on the process step that "caused" the problem. Except when we actually measured what was happening in each step, we found the problem was really due to several other factors. Because of "politics" and paradigms, the management at first rejected the analysis. But when presented with the data, they eventually recognized where the problems were originating and an effective solution was implemented. It was the data that finally broke through the paradigms about the problem.

Understand the impact of the process sigma

This next principle is focused on the Six Sigma analysis. The practical impact of sigma is that it represents the amount of normal variation that occurs. It is always tied to a specific parameter or characteristic that is being measured. Same attributes of a product or process will have virtually no variation. That attribute never changes, no matter how often the product or process occurs. Other attributes do have variation. There is an average value, but there is uncertainty about any specific instance. Sigma is the statistical measurement of that uncertainty.

One sigma represents the boundaries for a little over two thirds of the occurrences.
Two sigma represents 95% of the occurrences.
Three sigma represents over 99% of the occurrences.
By the time you get out to six sigma, there are only about 3 chances in a million that normal variation could cause the attribute being measured to be that different from the average value.

Sigma represents variation, it says nothing about acceptability. Notice that I haven’t yet mentioned whether the attribute being measured is acceptable from a customer or standards viewpoint. An attribute could have a very small sigma, essentially no variation. But if the average value of that attribute is outside the bounds of what the customer finds acceptable, it just means that it is always defective. By the same token, an attribute could have a very large sigma, there is a high level of uncertainty. But if the customer has no expectations concerning that attribute, it will always be acceptable regardless of the variation.

The reason the Lean Six Sigma methodology is concerned about sigma is not for the purpose of customer acceptance. Rather when high variation and uncertainty exists within key attributes or parameters, it causes the expense of extra time and money, and it will often lead to the creation of defects. Remember, we are in a process and the outputs of one step become the inputs of another step. When the inputs have a great deal of uncertainty, which is indicated by a high sigma, the succeeding steps should be able to accommodate the full range of possibilities for the value of that attribute. That will often add cost and complexity. Lowering sigma can simplify and streamline the entire process.

Solution addresses the real root cause(s)

Lean six sigma problem solving root cause at dentist

Lean Six Sigma is one of the most powerful problem-solving and continuous improvement methodologies because it identifies the characteristics of the real problem. Some methodologies start with the assumption that every problem has a unique or special cause, and if that cause can be identified and eliminated or controlled, the problem goes away. Other methodologies start with the assumption that the problem is a common occurrence within the process. The process is fundamentally flawed or inadequate and if the process were changed to avoid this flaw or correct this inadequacy, the problem goes away.

Both goals are admirable and in fact are actually quite similar. But the way to fix the first problem is to put in a place a "spot correction" to control the unique cause, and the fix for the second approach is to re-engineer the process. Unfortunately, selecting the wrong solution strategy does not improve the situation and can often make things worse. Lean Six Sigma employs the tools to differentiate between whether the problem is a special cause or a common cause. By making this differentiation, the project team can go on to find the true root cause or causes. Also, the team can create a solution strategy that will appropriately address the problem. If it is a special cause, they can implement a special solution. If it is a common cause, they can redesign the process.

Solution includes a control system to help it "stick"

Lean Six Sigma does not end with identifying the problem or even with implementing a solution. The final phase of Lean Six Sigma is the Control phase. There is a natural resistance to change in most organizations. For many people and systems, change is hard. Habits must be broken, new methods learned, new information is required. In the Lean Six Sigma Control phase, the solution is implemented and the organization begins to use it. While this is happening, the project team is ensuring all of the supporting systems are also updated to reflect any changes and they provide training and coaching for process operators and managers on the use of the solution. This even includes ensuring the control systems that monitor the process are in place to identify if the process begins to revert back to the previous behavior. The project team does not declare victory and disband just because they have successfully demonstrated their solution once. Rather they stick with it through a statistically significant number of occurrences. This both demonstrates the solution really solved the problem and that the operators and managers are equipped and able to manage the improved process.

I worked with a company in Chicago at one point to address a recurring problem in their purchasing department. The solution was a straightforward process change to eliminate a common cause problem. As I looked over the historical documents associated with this problem, I found that the previous solutions were similar to the one we had developed. They had been put it place and used for a year or two, and then slowly modified until the problem returned. The reason for the modifications was based upon how the senior management measured the effectiveness of the purchasing department. Rather than measuring the entire purchasing process, the measurements were tied to one step in the process. Optimizing that step led to sub-optimization in several other steps which created the problem. This time when a solution was implemented, I made sure the corporate measurement system was modified to measure the entire purchasing operation and not just one step. These are the types of issues often addressed in the Lean Six Sigma Control phase.

Benefits of Lean Six Sigma

Lean Six Sigma is a continuous improvement methodology. However, a legitimate question is, what does it improve? Does it increase sales or profits? Does it improve customer satisfaction and lower complaints? Does it lower costs, improve incoming quality, outgoing quality or the cost of quality? Does it improve employee morale? Does it increase your pay and benefits, or improve your promotability? Does it create world peace and solve world hunger? "Yes" to all of these – except the last two. Let’s look at benefits for the business and then benefits for the individuals who attain a level of certification in Lean Six Sigma.

Lean six sigma organizational benefits graph

Lean Six Sigma is a continuous improvement methodology for an organization. So, we would expect organizational benefits. In fact, the General Electric company has claimed to have realized over $2 billion of cost savings from Lean Six Sigma . Let’s consider the nature of the benefits and their implication.

Simple processes

Lean Six Sigma will simplify the business processes. The cross-functional value stream maps will identify areas of waste and inefficiency. Many of the processes have embedded rework and work-arounds for persistent problems. When the wasted effort is removed and the rework and workarounds are no longer needed, the remaining processes are simple and often much easier to manage and control. This results in a faster process, which leads to better customer service and higher customer satisfaction. Both of those will normally lead to greater sales. In addition, the simpler, faster process will lower overhead costs which will increase profits. Finally, simpler processes have fewer opportunities for errors. Therefore, they normally are characterized by higher quality and fewer defects.

Fewer errors and mistakes

Let’s dig deeper into that benefit of fewer errors and mistakes. Lean Six Sigma starts with a definition of acceptable quality based upon what the customers value. This external focus on quality prioritizes the continuous improvement efforts to address the problems that have the most impact on business success. In addition, the reliance on data to define problems rather than gut feel or anecdotes further prioritizes the improvement effort on the real problems in the organization. The result is that the improvements fix real problems and bring them to a level that is acceptable to the real customers. So, it is not just that Lean Six Sigma addresses errors and mistakes in the business, but rather that Lean Six Sigma addresses the errors and mistakes that matter the most.

Predictable performance

Simple processes are easier to control and manage than complex processes, especially those processes with fewer errors and mistakes. But added to these benefits, Lean Six Sigma has a focus on reducing variation within a process. With less variation, processes become more predictable. That means predictable cycle time, predictable quality output, and predictable costs. And these can lead to better customer service, fewer complaints, and higher profits. This predictability becomes a tremendous advantage for an organization when operating in an environment of fast moving changes. Changing technology and customer expectations are already creating an unstable business environment. Without predictable processes it is almost impossible to create and implement an appropriate reaction to this instability.

Active control

Which brings me to the final organizational benefit I want to discuss and that is an improved ability to actively control processes. The Lean Six Sigma methodology shortens cycle times and puts in place real-time data based control plans and systems. With short cycle times and data-based control systems, the operators and process managers can make decisions that immediately impact process performance. This improves performance, improves employee morale, and improves agility. The operators understand how their work impacts the process performance and they get rapid feedback. The operators are less likely to feel that they are victims of the process since they are now involved in directly managing the process and improving it. With short cycles and active control, the organization can quickly respond to opportunities in the changing marketplace. And short efficient processes that are documented with value stream maps and control charts are easier to update than complex undocumented processes.

Lean six sigma personal benefits superhero

Lean Six Sigma provides benefits for individuals within the organization who become Lean Six Sigma leaders. We will discuss the various leadership roles in more detail in a later section. First let’s identify some of the personal benefits you can expect when participating in Lean Six Sigma.

Personal effectiveness

Lean Six Sigma provides a structured problem-solving methodology that can be used to address any type of problem. Being able to find and fix problems will improve your ability to perform in any position and industry. The Lean Six Sigma methodology steers you through an organized process of inquiry, analysis, problem identification and solution creation. Many of the tools and techniques can be applied to everyday problems and issues. But even if you don’t use all the tools, the organized problem-solving approach will put you in control of finding and fixing your problems. I have used this approach when fixing problems at my house, with local charities I support, and of course in many different business settings.

Leadership opportunity

Lean Six Sigma is implemented through projects and projects have leaders. Leading a Lean Six Sigma project will often provide an opportunity for exposure to other functions and senior management. This exposure is in the context of someone who can find and fix a problem. Interacting with team members and managers will likely improve your communication and decision-making skills. The structure of Lean Six Sigma can help you to develop your project management skills. And of course being able to put on your resume that you led a project team that achieved cost savings, quality improvement, and cycle time reduction will only help you as you seek that next promotion or new opportunity.

Pay and promotability

Which brings us to the pay and promotability of Lean Six Sigma practitioners. Attaining belt certification is a valuable credential on your resume. Many job postings require that an applicant have a Lean Six Sigma credential. So, this will open the door for some promotions. In addition, within an organization, promotions are often based upon how you have demonstrated your leadership skills. Effectively leading a Lean Six Sigma project shows senior management and HR that you are ready for greater responsibility. The average annual salary in the USA for Lean Six Sigma Black belts is just under $100,000. The average for your industry and country will vary. However, it is safe to say that Lean Six Sigma certification will enhance your earning potential.

Industries and functions using Lean Six Sigma

Lean started in the process engineering department of an automotive manufacturer and Six Sigma started in the quality department of a high-tech system manufacturer. However, the methodologies have moved well beyond their roots in quality and process engineering. I have either participated on or coached Lean Six Sigma projects in virtually every business department including:

Call Center
Customer Service
Design Engineering
Field Sales
Human Resources
Maintenance
Manufacturing Engineering
Manufacturing Operations
Process Engineering
Purchasing/Sourcing

Lean has also moved well beyond the realm of manufacturing. Many industries have embraced Lean Six Sigma, and the list of companies using the methodology is much too long to be included here. In some cases the emphasis will be primarily on Lean, in some on Six Sigma, and in many it is the combination of Lean and Six Sigma.

Agri-business
Electronics
Financial Services
Higher Education
Manufacturing
Medical Devices
Oil and Gas
Pharmaceuticals
Transportation

Lean Six Sigma belts

So far we have discussed the background of Lean Six Sigma, the principles embedded in Lean Six Sigma and some of the benefits. You are probably asking, when are we going to explain how it works? Well, now is the time. Let’s go through the key roles and responsibilities, the five-phase structure with gate reviews, and then do a quick overview of some of the more commonly used tools and techniques.

Lean Six Sigma has adopted the roles from the Motorola Six Sigma methodology, which borrow the naming convention of the progression of mastery used within martial arts. Some organizations have their own levels and definitions of mastery. However, I will be describing the most commonly found levels in use today. You may have heard of Lean Six Sigma belts - these are the Yellow Belt, Green Belt, Black Belt, and Master Black Belt. Each of these roles are expected to have training, and in many cases certification appropriate to their role.

In the early years of Lean and Six Sigma, every organization established its own standards with regards to methodology and tools and techniques. However, most organizations now rely on an independent certifying body for training and certification. The two most widely recognized organizations that provide certification are American Society for Quality (ASQ) and the International Association of Six Sigma Certification (IASSC). The GoSkills Lean Six Sigma courses are aligned with the IASSC Body of Knowledge. Let’s look at each of these roles in more detail.

What is Lean Six Sigma Yellow Belt?

An organization can have many Yellow Belts . These individuals are team members on a Lean Six Sigma project led by a Green Belt or Black Belt. They should be familiar with the structured methodology and the use of cross-functional tools and techniques.

They will participate in all the project team meetings acting in the role of subject matter expert for their function or discipline. This role is performed in conjunction with their normal full-time job or position.
A project will have as many or as few Yellow Belt members as are needed based upon the scope of the process being investigated and the nature of the problem.
The training for a Yellow Belt normally focuses on the structure of the methodology and the use of the cross-functional problem-solving tools and techniques.
The detailed Lean and Six Sigma analysis is normally handled by the Green Belt or Black Belt who is leading the project. However, the Yellow Belt team members are often the ones who collect the data used in analysis and help to interpret the results of the analysis.
The Yellow Belt team members will also lead the implementation of the solution within their respective function or discipline.
It is common for a person with Yellow Belt certification to be a member of multiple Lean Six Sigma project teams.

What is Lean Six Sigma Green Belt?

An organization will have multiple Green Belts. The Green Belt role is normally that of a project leader. The Green Belt is typically working on Lean Six Sigma projects that would fall within their area of expertise and responsibilities. These individuals know the Lean Six Sigma methodology and structure. They are also able to apply the Lean analysis tools and the statistical techniques commonly used with Six Sigma.

These individuals lead small projects or projects that are focused on just one function. This role is normally performed in conjunction with another full-time position.
Most Green Belts are leading a project that is associated with improving some aspect of their business processes. In some cases, a Green Belt may be assigned to a large cross-functional project being led by a Black Belt.
Large cross-functional projects often have multiple analyses occurring simultaneously and a Green Belt will lead each of those efforts.
As project leader, the Green Belt is responsible for ensuring that appropriate Lean Six Sigma tools and techniques are used at each phase on the project.
This individual will normally lead the presentation and discussion of the project at the phase gate reviews. Because this individual is often the only person on the project who has been trained in the Lean analysis techniques and the statistical Six Sigma techniques, they will conduct these analyses.
The Green Belt is not the subject matter expert on all aspects of the process or product, but they often are the expert on some portion of the process or product. As such they must bring their subject matter expertise to bear in the same way in which a Yellow Belt functions. However, the Green Belt is not expected to be an expert on all aspects of the advanced Lean Six Sigma tools and techniques. When they run into problems, they turn to their Black Belt for advice and coaching.

What is Lean Six Sigma Black Belt?

An organization will often have multiple Black Belts. The Black Belt role is that of subject matter expert on Lean Six Sigma for a function or location within the organization. These individuals lead large cross-functional projects and serve as coaches for the Green Belts in that department or location. This is normally a full-time position.

Black Belts know not only know how to apply the methodology and tools, they are the trainers and coaches for the Green Belts and Yellow Belts within the organization. A typical day will include:

Conducting a team meeting for one of the project they are leading;
Meeting with several Green Belts to review their progress and provide coaching for their next steps;
Performing value stream or statistical analysis with data from one of the projects they are leading;
Provide training on the use of Lean Six Sigma within their organization for Yellow Belt and Green Belt candidates;
Meet with organizational stakeholders to discuss status of projects and identify problems or issues for future projects.

As you can see, the individual is usually expected to lead several projects simultaneously while acting as coach for a handful of Green Belts who are leading their own projects. The projects being led by Black Belts are usually large cross-functional projects. As project leaders they must plan and organize the work. What is often the most challenging aspect of those projects is to work with the stakeholders from the various functions. In many organizations, the Black Belt role is reassigned every year or two so that multiple individuals can become adept at all aspects of the Lean Six Sigma methodology.

What is Lean Six Sigma Master Black Belt?

Lean six sigma master black belt organizing departments

The final level is that of Master Black Belt. Most organizations will have only one Master Black Belt, someone who is normally a senior individual responsible for managing the Lean Six Sigma initiative within the organization. This is a full-time position. Many times this Master Black Belt reports to the C-level champion for the Lean Six Sigma initiative.

From a training and certification standpoint, this individual has the same credential as a Black Belt. However, the role and responsibilities are different.
The Master Black Belt is not managing projects, rather they are managing the initiative.
The Master Black Belt is normally working closely with senior leadership to determine how many Black Belts and Green Belts are needed and which functional departments or locations should get them first.
The Master Black Belt normally maintains a status report on the portfolio of Lean Six Sigma projects; the active ones, the completed ones and the proposed ones. As such they are able to assess the impact of the overall program on the organization and they can prioritize the improvement efforts based upon the organization’s strategy.
These individuals also work with HR to maintain the training records of all the Yellow Belts, Green Belts, and Black Belts in the organization.
If an organization is small, or if the Lean Six Sigma initiative is small within the organization, the role of the Master Black Belt will be assumed by one of the organization’s Black Belts.

Five phases of Lean Six Sigma – DMAIC

Lean Six Sigma projects follow a structured methodology, based upon five phases. The five phases are represented by the acronym DMAIC – which stands for Define, Measure, Analyze, Improve, Control.

How is the Lean Six Sigma DMAIC process defined?

Each phase has an organizing premise or question that must be addressed. Once the question is satisfactorily answered, the project can proceed to the next phase. The duration of the phase is based upon the information and data that is available. Normally at the end of each phase there is a phase gate review with the stakeholders and one or more Black Belts. Let’s take a look at each phase in more detail.

The Define phase is the first phase of the project. The key question that must be answered is, "Have we defined the problem from a business perspective?" Normally a Green Belt or Black Belt project leader is selected and provided with a high-level description of the problem. Some Yellow Belt project team members may also be identified at that time. The project team needs to get input from stakeholders and customers to understand the problem from their perspective. During this time, they are quantifying what the customers consider to be critical quality expectations.

With an understanding of the problem from the business and customer perspective, the boundaries for the process - and any product or service that is delivered - can be determined. While a preliminary project team may be in place in this phase, the determination of the boundaries on the process will often dictate which functions need to support the project with subject matter experts. During this phase, those subject matter experts who are new to Lean Six Sigma will often receive Yellow Belt training. This phase often ends with the development of a project charter that identifies the problem from the customer perspective, the processes to be analyzed, and a goal for performance improvement.

Lean six sigma measure phase baseline performance

The Measure phase is the second phase of a Lean Six Sigma project. In this phase the baseline condition is established by measuring the current performance of the process, product, or service with respect to the critical quality attributes identified in the Define phase. The question that is asked in this phase is, "Do we understand the work and flow of each of the steps in the current process and have we measured the process performance at each step?" If the process is not well documented or controlled, this will likely be the longest phase and requires the most work.

The process must be defined to determine the flow of each step. Each step is then measured for time, quality, and any other attribute that was important to the customer. Often the appropriate measurement systems do not exist to collect this data, so a measurement system will need to be developed and verified so that it provides accurate and complete data. The subject matter experts on the team from the various departments and functions are closely engaged in this phase to identify the process steps and to develop and deploy an approach for measuring performance. By the end of this phase, the problem experienced by the customer should be quantified with process data, and an accurate assessment of the current or "As-is" state for the entire process has been determined.

The Analyze phase is the third phase of a Lean Six Sigma project. In this phase, the process and product data are analyzed to determine the true root cause or causes of the problem the customer has experienced. The key question to be answered is just that, "Have we clearly identified the problem and determined the true root cause(s)?" It is at this stage that the project leader applies the Lean analytical tools and the Six Sigma statistical hypothesis testing techniques to determine the root cause. The project leader is expected to be able to mathematically show that the root cause has been identified. While the analytical and statistical techniques are rigorous, the math involved is usually very straight-forward, especially if a statistical analysis application is used such as Excel’s Analysis Tool Pak or Minitab.

Often the data collected during the Measure phase is sufficient for the analysis. However, in some cases, the analysis will point to an area requiring further study and additional data may need to be collected. Which analytical tool or technique is used will depend upon the nature of the problem or defect from the customer perspective and the types of data that are available for analysis. Often during this phase, a detailed problem statement will be completed based upon the results of the analysis. The team must guard against preparing a detailed problem statement before this step. Otherwise there is a good chance they will assume the wrong problem, which will lead to confusion and misdirection on the team when they begin to create a solution in the next phase. By the end of this phase all team members should be in agreement that the sources of the problem are now known and understood.

The Improve phase is the fourth phase of a Lean Six Sigma project. Teams often want to jump to this phase immediately without thoroughly completing the first three phases. When that occurs, the team usually creates an improvement that addresses a symptom without getting to the root cause. The goal for this phase is to create a solution to the problem that eliminates or contains it. The question being answered is, "Have we created a viable solution for the problem that is ready to be implemented?" Depending upon the nature of the identified problem, different team members will play a larger or smaller role in the creation of the solution.

During this phase, the solution is developed and tested. Depending upon the nature of the solution, this is often the most expensive phase. The "To-Be" process is developed and documented. In many cases, the new process requires changes in equipment, software, or procedures. Once again data is relied upon to be certain the solution has effectively addressed the problem, which normally means that a statistically significant number of operations are performed to collect that data. A trap the team can easily fall into is to prematurely celebrate a "random success." The solution must be thoroughly tested and the accompanying training and implementation materials developed and ready to be deployed. By the end of this phase, the solution is ready.

Lean six sigma control phase sustained improvement

The Control phase is the final phase of a Lean Six Sigma project. In this phase the solution is fully deployed. The phase does not end until the solution is stable and all aspects of the business that are affected by the change are operational. The question being answered is, "Have we established a "new normal" that has eliminated or controlled the problem the customer experienced?" All members of the project team are involved with the implementation to be certain that any changes in their department are fully implemented. The phase continues until the process has demonstrated stability in performance. This may occur within a few days or may take several months.

A control plan is normally set in place for monitoring the process, product or service. The control plan includes threshold measurements for acceptable performance and corrective action steps to be followed if the performance degrades. This control plan is one of the keys to ensuring the improvement is permanent and that the process does not revert back to its prior state. In most cases, the control plan will include statistical process control . A major aspect of the work in this phase is often the updates of documentation in associated processes such as training processes, business information systems, and management review. This phase is completed when the operators and managers of the process no longer require support from the project team.

We have focused on the role of the project leader and the project team. However, senior management and the process stakeholders also have a role in the Lean Six Sigma methodology. These individuals, along with one or more Black Belts, will conduct the Phase Gate reviews. The reviews can be done in a face-to-face presentation, a virtual presentation, or through the submittal of a report that is reviewed and approved by the stakeholders and Black Belts. Which approach is used depends primarily on corporate culture and team logistics. These reviews occur at the end of each phase. A review has three purposes:

1. Review the work of the preceding phase to ensure that it was done with the appropriate Lean Six Sigma rigor. If this is found to be inadequate, the team will need to repeat portions of the work and come back for a new Phase Gate review. The Black Belt in the review will coach the team on the performance of the areas of weakness.

2. Review the answer to the phase question and the supporting data or documentation, to ensure it addresses the customer need. If the data does not support the answer, the reviewers should direct the team to continue in this phase until they have answered the question.

3. Establish any ground-rules or boundaries associated with the next phase, based upon the results of the preceding phase. Examples would be to set a time window for collecting data in the Measure phase or a capital budget limit for a solution to be developed in the Improve phase.

Reviewers need to be familiar with the Lean Six Sigma methodology and the structured approach to problem solving. They can easily derail a project team by asking the wrong question for the given phase. For instance, asking a team to identify the root cause of the problem during the Measure Phase Gate review will force them to jump to conclusions. That question should not be asked until the Analyze Phase Gate review. The Black Belt who is part of the review team should ensure the reviewers are aware of what questions the team should be prepared to answer, and which questions are not appropriate for that Phase Gate review.

The reviewers often include senior leaders from the organizations or departments with responsibility for the process being analyzed. If the team is encountering resistance to their activities or need special access or support, to conduct the next phase of the project they should be requesting that from the reviewers. An example might be to have access to certain data records or to have operators support a measurement systems analysis of the testing methodology. The response of the reviewers to these requests is a signal to the rest of the organization of the importance of the Lean Six Sigma initiative.

Lean Six Sigma tools and techniques

Now that we have covered the structure and process of the Lean Six Sigma methodology, let’s look at the tools and techniques. Many of these tools and techniques were in use long before the Lean Six Sigma methodology was formulated, and have been incorporated into this methodology. One of the powerful aspects of Lean Six Sigma is that multiple tools are available for use in each phase. A team can then choose the tool or technique that best fits their unique situation. Organizations will often have a favorite set of techniques based upon their corporate culture or historical preferences.

These tools and techniques are organized based upon the types of analysis in which they are used. Many of these could be used in multiple phases of a Lean Six Sigma project, depending upon the problem and analysis being conducted.

Process analysis tools and techniques

Process analysis tools and techniques are often associated with the Lean portion of the analysis. They help to describe the process and understand its efficiency.

Process Map – a graphical display that shows the interactions between all process steps and decisions points within a process. Each step is a separate item on the process map.
Value Stream Map – a special case of a process map that shows the primary flow through a process when every step goes as planned (no rework or branch points). It is the set of steps that create the customer value from the process.
As-Is Process – this the process map or value stream map that shows all the steps in the process as it is actually occurring in the current business environment. This is not necessarily the same as what is documented in the procedures.
To-Be Process – this is the desired process map or value stream map after the problem solution has been implemented. This is often reflected in revised process documentation that is released as part of the implementation.
Data Boxes – these are boxes on a process map or value stream map that are associated with each step. The data box is used to record the metrics associated with that step in the process such as cycle time, value-added time, yield, inventory, or resources.
TAKT Time – this is a time measure associated with the process. It reflects the amount of time allowed for each process step that ensures the process can meet the customer demand.
Value Added Time – this is the portion of processing time within a step where an element of customer value is being created on a single item flowing through the process. The value-added time is normally a very low percentage of total time within a step, and is zero for many steps.
Roll Throughput Yield – this is a calculation of the likelihood that an item will pass through every step in the process being correctly processed on the first pass through that step. It is calculated by multiplying all the step yield values from a value stream map.
Work-cells – this is a process structure that is often used to speed up flow through the process. All process steps are arranged together in a work cell which reduces time wasted in handoffs between steps.
Kanban – this is a visual scheduling approach used in process management where a step provides a signal to the preceding step showing that it is ready for the next item. This approach minimizes inventory and ensures each step is working on the item that is currently most important for that step to process.
Visual Control – this is a set of signaling approaches that allows operators to see where process bottlenecks are occurring and to assist in the actions to relieve those bottlenecks. This allows for real-time process management.

Visual analysis tools and techniques

Visual analysis tools and techniques are used with virtually every problem-solving methodology. These techniques can be used in multiple phases. Their value is that they are quick and easy to understand. They are also excellent communication techniques with senior management and the operations or organizations that will be affected by the solution.

Histogram – this is a vertical bar chart that shows the relative size of different categories of instances or occurrences. It is used to identify what attributes are the largest contributors to a problem.
Pareto Chart – this is special version of the histogram. It is organized so that the largest category is first, the second largest is next, and continues on to the smallest category. If provides focus for improvement.
Fishbone (Cause and Effect or Ishikawa) Diagram – this is a graphical depiction of all the possible causes of the problem, organized into logical categories. This becomes a roadmap for investigation to determine which of the causes contributes to the problem.
Scatter Diagram – this is a plot of two attributes associated with each data point. One attribute is shown on the vertical axis and one on the horizontal axis. The plot will reveal whether there is correlation between the two attributes.
Box Plots – this diagram shows the spread of data for a parameter and the nature of any central tendency. The center half of the data points are shown in a box with a line at the value of the midpoint in the box. The outer half of the data is split into the upper and lower portions and shows the extremes and overall data spread.
Run Chart – this is a diagram of the sequential values for a parameter as a process is operating. The values are either each successive product or result or they are values collected at set times during process operation.
Pie Chart – this is a diagram that shows the relative size of categories of a parameter. They are shown as slices of a "pie" representing their percentage. It is often used for "before" and "after" comparisons.
Check Sheets – this is a diagram showing what is to be measured on a product, process or service. It will often include the measurement technique.
Quality Function Deployment (QFD) – this technique is a diagram of how the prioritized customer needs are deployed across product and process parameters. It is often used to set performance goals and identified both missed opportunities and wasted activity.
Solution Selection Matrix – this tool is a matrix that compares solution options across several criteria. When done using plus and minus symbols, it becomes a Pugh Concept Generation Matrix. The other option is to assign scores to each option and weights to the criteria. The matrix can then be used to evaluate the options to select the one with the highest score.
Bottlenecks – these are areas in a process map with tangled flow or steps where inventory accumulates. Bottlenecks are collectors of waste. There is waste associated with slow moving inventory and waste associated with the extra management needed to accommodate the bottleneck.
Poka Yoke – this is a set of disciplines that embody the principle of error-proofing. Through the design of the product or process, checks are embedded to prevent mistakes from being made or to make them immediately obvious so they can be fixed.
Five "S" Disciplines – these are a set of workplace organization disciplines that are visual in nature and provide an indication of whether the workplace is operating smoothly. Deploying the Five "S" Disciplines improves quality and employee safety and morale.

Statistical analysis tools and techniques

The statistical analysis tools and techniques are often associated with the Six Sigma portion of the analysis. The statistical tools help us to make sense of the data and to determine what is significant and what is not. The use of statistical software such as Excel Analysis Tool Pak or the Minitab application has minimized the amount of mathematical computation that the team members must do. However, they still need to understand which statistical techniques to use in each situation and how to interpret the results.

Process Capability – this is a statistical ratio that compares the normal process variability with the customer or specification limits. It is expressed with process capability indices of Cp, Pp, Cpk, Ppk, or process sigma. The process capability ratio is an excellent predictor of whether the process will be able to deliver defect-free results.
Descriptive Statistics – these are statistics that describe the normal behavior of a measured parameter within a process or product. It includes the mean, median, mode, and standard deviation.
Inferential Statistics – these are statistics used to relate the statistical performance of a sample to the statistical performance of the larger data population that the sample represents. These statistics are based upon the sampling approach used and include confidence interval and confidence level.
Measurement System Analysis – this is a comprehensive analysis of an inspection or test systems ability to correctly determine a measured value within a process or product. It includes an assessment of accuracy, precision, stability, linearity, and discrimination.
Gage R&R – this is a subset of a typical measurement systems analysis that focuses on the precision of the measurement system. It is a set of experiments using products or processes with predetermined known values and measuring them to determine whether the measurements system will consistently assign the same values.
Hypothesis Tests – These are statistical tests of a data set to determine whether an assumption about the data can be verified or not. Typically, it is used within Lean Six Sigma to determine if data samples are similar or if there is a statistical difference. If data sets can be shown to be dissimilar, that is an indication that the factor which separates the two data sets has a significant impact on process or product performance. There are many different statistical techniques used depending upon whether the data is normal or non-normal, continuous or discrete, and the number of data sets or parameters being evaluated.
Correlation – this is a hypothesis test that is used to show whether two continuous data parameters are related, and how they are related.
Regression Tests – this is a hypothesis test that determines the mathematical relationship between two or more continuous data parameters.
T Tests – this family of hypothesis tests is used to compare the descriptive statistics of two data samples to determine if they are similar.
ANOVA – this technique is used to compare the descriptive statistics of two or more data samples to determine if they are similar.
Tests of Proportions – this family of hypothesis tests is used to determine if two samples of discrete data are similar.
Chi-Square Test – this technique is used to determine if two or more samples of discrete data are similar.
Design of Experiments – this is a statistical technique for creating a set of tests with test specimens that are designed to include or exclude certain features and with attributes set at the minimum or maximum level. Based upon the set of experiments, a best case design can be created with the appropriate design features and design targets. This technique is often used when creating a new product or process during the Improve phase.
Control Charts – these are charts that track the performance of selected process or product parameters and determines whether the variation that is displayed is due to common causes or special causes. There are many different control chart designs, based upon the characteristics of the data and the attribute being measured. These charts are normally used in the Control phase as means of ensuring the improved process performance is sustained.

Project and team management tools and techniques

Lean Six Sigma projects must also be able to interact with stakeholders and customers. There are several techniques that have proven effective in this regard. Some of these are based upon understanding the perspective of external stakeholders and some of these are useful for organizing and communicating with internal stakeholders, such as team members.

Critical to Quality (CTQ) – these are the process, product, or service parameters that are the attributes of customer value. They are determined by the stakeholders, not the project team.
Project Charter – this is a project management document used to authorize the project and provide boundaries on the scope of the activity. The format varies from organization to organization.
In-frame/Out-of-frame – this technique is used to clarify boundaries for a project team. The scope of the project is described in the frame. Areas that are not to be included in the analysis are listed as out-of-frame.
SIPOC – This stands for Supplier, Input, Process, Output, Customer. It is a technique used to define the limits of the process that is being analyzed and to clarify the stakeholders for the process.
Cross-functional team – this refers to the makeup of the Lean Six Sigma team. Normally there is at least one representative from each function who has responsibility for performing activities within the process being studied.
Team decision-making – this is a set of practices used by teams to reach consensus when making decisions. Although many of the team conclusions are determined by the results of the data analysis, there are still decisions to be made in team operation, solution development, and implementation planning.
Stakeholder management – this is a set of practices that are used to identify the key stakeholders for the Lean Six Sigma project. The key performance goals and communication pattern are also established for each stakeholder.
Culture change management – this is a set of communication and implementation practices that focus on building buy-in and support for changing processes and work practices. This is often needed during the Improve and Control phases to ensure the solution is viable and sustainable.
Implementation planning – the implementation of the solution is often a project as big or bigger than the Lean Six Sigma analysis project. This is a set of project management practices used to plan and execute a project.

How does Lean Six Sigma work?

In order to illustrate how Lean Six Sigma works, I will use the methodology to solve a hypothetical problem. Let me set the stage:

Some mornings when you prepare to leave home for work, you can’t find your keys. Searching causes delays and you miss your train or bus. Even worse, sometimes you take your spouse’s keys and then you can’t unlock the office when you arrive. Now you need to wait for someone else to arrive to open the office. Not to mention, your spouse has the same problem when they get to work. The problem has occurred multiple times and your boss has remarked about it. Something must be done to ensure it does not happen again.

Let’s apply Lean Six Sigma methodology and see where it leads us.

Let’s start by considering this from the customer perspective. You and your spouse are the primary customers of this process. Your goal is twofold: a) leave for work on time, and b) have the correct keys with you when you leave for work. This leads to one primary CTQ, the keys are in a known location and you can grab them and take them with you when you leave home in the morning. Based upon the In-Frame/Out-of-Frame, you decide to limit the process to what is done with keys the night before and in the morning. You will not include everything else you do to get ready for work in the morning such as breakfast, showering, and getting dressed – except to the extent that they impact the keys. The goal for the project Charter is to create and implement a process that results in the immediate acquisition of the correct keys in the morning when leaving for work.

In this phase you create a process map that shows all the possibilities for what happens to the keys at night. The process starts with arrival at home and ends with arrival at the office the next morning. The process has different branches depending upon whether it was a weekday, weekend or holiday, whether you went out that evening or stayed in, and whether you have inclement weather requiring additional preparation to leave, such as finding an umbrella or a cold-weather coat. In creating the map, you realized that the process on weekends and holidays varied so widely you could not even map it, but the process during the week was relatively stable. This is your As-Is process map.

You applied a time metric to each step and a success or yield metric. Of course, many of the steps, especially those spent searching in the morning, had no value-added time associated with them. In fact, the only value-added steps were the step of placing the keys on your desk when arriving home and picking up your keys in the morning.

A challenge you faced with the process mapping and measurement was to define a pass or fail condition for each step. In some cases it was obvious, in others you had to think through the purpose of the step to determine the desired outcome. You then collected data for four weeks. To do this you created and used a check sheet every night at bedtime to determine what you had done that evening when arriving home from work and then noted how much time each step required. You also created a check sheet for your activities in the morning, but you normally did not complete that until you arrived at work. Finally, you documented what you did with the keys on each day of the weekend and on the one holiday that fell within that four-week period.

A significant challenge in the data collection was the Hawthorne Effect . This is the name given to the condition where the measurement of a parameter changes what people do. If they know they are being measured, their behavior changes to optimize the measure. By completing the check sheet every night, you were changing your behavior. So you were careful that even if you realized at night that the keys were not in the correct place on your desk, you did not go then to find them, but waited until the morning as would normally occur.

Now that there is data, the analysis can begin. An obvious problem is that there is no process defined for weekends and holidays. But even during the weekdays you find that your process is unstable. There is minor common cause variation most of the time, but on six of the weekdays there was a major problem finding the keys. You never took your spouse’s keys by accident during the four weeks; but that has only occurred twice in the past six months, so you aren’t able to draw any conclusions about that type of defect.

You create a Fishbone diagram to determine the root causes, and you brainstormed seventeen possible causes for uncertainty in the location of keys in the morning. (Even though you were brainstorming and normally would not reject any ideas, you choose not to include the intervention of space aliens as one of the causes – although it was suggested by your spouse.)

Based upon your analysis, you find that five of the possible root causes could have contributed to the six occurrences of the problem in your data set.

There is no designated place where keys are to be kept.
When arriving home with hands full of shopping bags, the keys are often dropped where the packages are unloaded and become mixed with the items from the store.
When arriving home with an immediate request for attention – such as the phone ringing – the keys are dropped at the location where the attention is needed.
When arriving home with extra articles of apparel due to inclement weather, the keys may end up in the closet or the pockets of a coat.
Sometimes, when someone sees keys in an unusual place, they move them to a place they believe to be a better location without telling their spouse the keys were moved.

You dig deeper into the analysis of what happens when you arrive at home using the ANOVA. In doing this you find that there is a major difference in what happens to your keys when there has been inclement weather.

Lean six sigma test of proportions analysis chart

It is doubtful that weather causes keys to change location by themselves, so you must do something different when there is bad weather. This points to the need to understand your process for removing and storing your inclement weather apparel. This points to a process problem. You determine that there are two contributing root causes.

Process: There is no defined process for what to do with keys on the weekend.
Process: There is no defined process step for storing keys when returning home.
Root Cause: When arriving home with extra articles of apparel due to inclement weather, the keys may end up in the closet or pockets of a coat.

Now it is time to create a solution. First you and your spouse decided on the process changes that need to occur, and created a selection matrix to assess the options. One idea was to place a large hook on the door so that the keys could be hooked there whenever someone returned home. However, that option was not very decorative. A second option was to chain the keys to your belt or purse, but that was rejected because chains didn’t fit your style of dressing. A third option was to connect an RFID tag to the key chain and then install an app on the computer that would tell you location of the keys. While this did not create decorative or fashion concerns, the cost was higher than you were willing to pay. Using the selection matrix, you finally decide to place a small magnetic bowl on your desk that would hold both your keys and your spouse’s keys.

This bowl fits the desk décor and created a "home" for the keys. Then a process step was added for arriving home. Following removal of inclement weather apparel (if any) the keys were to be immediately placed in the bowl. This same practice was to be adopted for the weekends. Whenever anyone returned home, the first step was to place the keys in the bowl. This was the "To-Be" process.

Because the bowl was prominently placed on the desk, it also served as a Poka Yoke reminder of key status. If either of you were home, the bowl should not be empty. If both of you are home, both sets of keys should be there. This solution addressed all four of the issues that had been found in the Analyze phase. A process was now defined for both weekdays and weekends. This process accounted for inclement weather apparel and it designated a place where misplaced keys should be taken. You determined to add one more thing to further Poka Yoke the solution. You and your spouse have different color fobs attached to your keychains. The two sets of keys are now easily distinguished.

You and your spouse try the new process for a week and find that it is easy to follow on the weekdays, but you still had trouble remembering to put the keys there on the weekend. So, an additional step was added to the process. This step was that every evening when you went through the house to check that the doors and windows were locked, you also checked that the keys were in the bowl. That check was easily added to the "go to bed" process since during that process you always checked the computer on the office desk.

In this example, this phase will be easy to complete. You don’t have a large cross-functional organization to change. But it does involve the change in habit patterns for you and your spouse, so the process needs to be monitored to ensure it is followed. You create a control plan.

Lean six sigma control phase keys in bowl

The keys are checked every night to be certain they are in the bowl. The response plan is that if the keys are not in the bowl, you and your spouse immediately get up to search for the keys and place them in the bowl before retiring to bed. Approximately three weeks after fully implementing the change, you and your spouse returned late one weekend night after attending a gala party. You were exhausted and just wanted to go to bed. However, when doing the "go to bed" process, you recognize that a set of keys is missing from the bowl. Although tempted to ignore the problem for the night, you and your spouse do a quick check and find the keys with the outer garments you wore to the party. Placing them in the bowl, you are now able to go bed with a clear conscience and peace of mind.

The plan was implemented and the misplaced key problem was eliminated. Although the new process had two additional steps, it effectively eliminated the frantic loop of looking for keys in the morning. The overall time was reduced, efficiency was increased, the error rate dropped to a non-existent level, and customer satisfaction was enhanced.

Here are several important takeaways from our look at Lean Six Sigma.

First, Lean Six Sigma is a structured problem-solving process using data that transforms the "lucky guess" problem-solving approach that is often used in organizations today. The structured process guides the team through the steps they should follow, and the reviews ensure that they are not cutting corners.

Second, Lean Six Sigma contains many tools, but the tools do not rule the team. The Black Belt and Green Belt project leaders select the appropriate tool for the situation. The tools are there to assist the team in their analysis, not constrain them.

Finally, the goal is an improved process, product or service that better meets the customer expectations. Lean Six Sigma is not about the process or the tools, it is about the customer. A project success is declared when waste and variation are eliminated or reduced and customer value is enhanced.

Ready to learn more about Lean Six Sigma and prepare to get certified? Browse our IASSC accredited Lean Six Sigma certification online courses.

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Explore Lean Thinking and Practice / Problem-Solving

Problem-Solving

Explore the process that’s foundational to assuring every individual becomes engaged by arming them with methods they can use to overcome obstacles and improve their work process.

Overcoming obstacles to achieve or elevate a standard

In a lean management system, everyone is engaged in ongoing problem-solving that is guided by two characteristics:

Everything described or claimed should be based on verifiable facts, not assumptions and interpretations. 
Problem-solving is never-ending; that is, it begins rather than ends when an improvement plan is implemented. The implementation process is a learning opportunity to discover how to make progress toward the target condition.

Lean thinkers & practitioners understand that the problem-solving process is impeded if you make the common mistake of mechanically reaching for a familiar or favorite problem-solving methodology or, worse, jump quickly to a solution. 

Leaders and teams avoid this trap by recognizing that most business problems fall into four categories, each requiring different thought processes, improvement methods, and management cadences.

The Four Types of Problems

Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause.

Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes.

Type 3: Target Condition: continuous improvement ( kaizen ) that goes beyond existing standards of performance. It may utilize existing methods in new, creative ways to deliver superior value or performance toward a new target state of improvement.

Type 4: Open-ended: innovative problem-solving based on creativity, synthesis, and recognition of opportunity. It establishes new norms that often entail unexpected products, processes, systems, or value for the customer well beyond current levels. 

By helping everyone in the organization to understand the importance of taking ownership of seeing and solving all types of problems, lean thinking & practice:

Engenders a sense of empowerment and autonomy in all workers, which in turn promotes engagement in and ownership of the work process
Enables organizations to overcome obstacles at their source, so they do not become more significant problems upstream

Ultimately, building a problem-solving culture creates a competitive advantage that is difficult for competitors to match.

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Problem-Solving and Continuous Improvement

Problem Solving and Continuous Improvement - Two Sides of the Same Coin

Complex technical change projects are inherently risky; problems will arise that may not have been considered during risk planning. A design verification test may fail; a supplier may be late delivering a critical piece of process or test equipment; a competitor may announce a new product feature that will adversely affect your new product’s market acceptance.

Furthermore, any change project involves uncertainties in the planning stage that, during execution, may result in schedule slips, resource allocation conflicts, and/or unforeseen costs.

Lean Six Sigma (LSS) problem solving tools – 8D analysis, cause-effect analysis, root cause and corrective action, and others – provide a disciplined approach to solving complex technical problems. Following LSS practices helps teams move methodically from observed symptoms to drill down to the source of problems, in order to implement permanent solutions .

LSS continuous improvement methods – PDSA, kaizen, 5-Why, and others – can be proactively applied to manage project flow, minimize schedule disruptions, recover time lost in early project phases , and document decisions and actions taken.

Learning, applying, and mastering certain Lean Six Sigma PM techniques advances the team and business organization in several ways:

♦ From patching symptoms, to permanently solving problems ♦ From over-reliance on one expert, to building skills across the business ♦ From accepting project delays, to having confidence that early delays can be recovered

In short, from working hard to working smart.

When it's time to take Action --

Problem solving meeting with project team and subject matter experts.

Here’s some disconcerting news you probably already know. The number of possible problems that can occur during your project is infinite. And your ability to know and plan fully for all of them in advance is zero!

Chances are you have a PMP® certification, and access to the project manager’s most cited reference, the PMBOK®. Good – that’s an excellent source of information! Let’s see what it says about problem solving.

Uh-oh. A few sentences in 7 locations. Nothing that is actionable, I’m afraid.

What about continuous improvement ? Even less, it turns out.

How about available Project Manager training?

Uh-oh again. For example, one of the most widely available PM training courses offers this 6-step approach to problem solving in your project.

(a). Only focus on the important issues. (b). Understand and state the problem. (c). Prioritize, if there are multiple problems. (d). Don’t spend time on unimportant things. (e). Sometimes the best answer is to do nothing. (f). If you need help, ask for it.

Go for Extraordinary!

I don’t want to be there when your VP of Operations presses you about how you’re planning to resolve the 84% failure rate at final test on your new product pilot build, and you offer up answer (d) or (e)!

The book, Shuttle, Houston! My Life in the Center Seat of Mission Control , by Paul Dye , (Hachette Books, 2020) has a thought-provoking section about problem solving during manned space flight missions in the Space Shuttle program. Sub-titled “The First Answer is Always Wrong,” the section describes “the tendency of flight controllers to want to solve every problem within milliseconds of seeing something happening in their system.” Frequently, however, the first observed anomaly is not by itself indicative of the underlying cause; other observations have to be made that in most cases lead to a small number of possibilities from which to choose a course of action. For that reason, NASA emphasized “fast thinking but slow action,” recognizing the timetable available for deciding and acting on a solution. That timetable is inevitably short, but it’s not milliseconds short.

The rush to judgment is not confined to space flight programs. For a down-to-earth example, see the case study “ Product Upgrade Pre-launch Out of Box Failure (OOBF) ”. In that situation, the fastest thinking senior leaders focused first on ‘defective lithium batteries’ and second on ‘defective memory chips’ provided by their suppliers as the cause of the OOBF. Reading the case, you will see that taking action on either or both of those obvious – but wrong – causes would have meant weeks of fruitless activity, leaving the organization with the same problem in the end.

Consider, then, the problem solving tools and techniques developed by Lean Six Sigma practitioners. As a project manager, you could enroll in training for a green or black belt if you have math, statistics, and technical skills attained with an engineering degree or MBA. By all means, do it. That is a very useful skill enhancement for a PM, long term; unfortunately, it won’t happen in time to save your current project.

For today’s problems and challenges, focus on a couple of LSS methods, including our old friend PDSA and a few related useful tools.

Ping me, [email protected] , to discuss your immediate issues, and how to employ LSS problem solving and continuous improvement tools to get your project back on track.

4 Project Stages

Go: prepare, plan, kickoff, go: execute, adapt, control, go: closeout and transition, go: problem solving, continuous improvement, putting ideas into practice, ⟫ faster problem-solving with a fishbone diagram, ⟫ from root cause to robust corrective action, ⟫ see the data: you can't manage a secret, ⟫ teams work better when using "lean a3", return to lean six sigma pm resources landing page.

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What Is Lean Six Sigma?

Understanding lean six sigma.

Belt Levels

Lean Six Sigma vs. Six Sigma

Lean Six Sigma FAQs

The Bottom Line

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Lean Six Sigma: Definition, Principles, and Benefits

Katrina Ávila Munichiello is an experienced editor, writer, fact-checker, and proofreader with more than fourteen years of experience working with print and online publications.

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Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating resource waste and defects.

It combines Six Sigma methods and tools with the lean manufacturing/ lean enterprise philosophy. It strives to eliminate the waste of physical resources, time, effort, and talent while assuring quality in production and organizational processes.

Simply put, Lean Six Sigma teaches that any use of resources that doesn't create value for the end customer is considered a waste and should be eliminated.

Key Takeaways

Lean Six Sigma seeks to improve employee and company performance by eliminating the waste of resources and process/product defects.
It combines the process improvement methods of Six Sigma and lean enterprise.
Lean Six Sigma helps to establish a clear path to achieving improvement objectives.
The Lean strategy was established by Toyota in the 1940s and attempts to streamline operational processes, from manufacturing to transactions.
Six Sigma originated in the 1980s and seeks to improve output quality by reducing defects.

Lean Six Sigma is a combination of Lean methodology and Six Sigma strategy. Lean methodology was established by Japanese automaker Toyota in the 1940s. Its purpose was to remove non-value-adding activities from the production process.

Six Sigma, on the other hand, was established in the 1980s by an engineer at U.S. telecommunications company Motorola who was inspired by Japan's Kaizen model. It was trademarked by the company in 1993. Its method seeks to identify and reduce defects in the production process. It also strives to streamline the variability of the production process.

Lean Six Sigma emerged in the 1990s as large U.S. manufacturers attempted to compete with Japan's better-made products. The combination strategy was introduced by Michael George and Robert Lawrence Jr. in their 2002 book Lean Six Sigma: Combining Six Sigma with Lean Speed.

Companies can arrange for Lean Six Sigma training and certification from a wide selection of organizations that specialize in the approaches of Lean Six Sigma and Six Sigma.

The Lean Six Sigma Concept

The lean concept of management focuses on the reduction and elimination of eight kinds of waste known as DOWNTIME, an acronym formed by the words defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra-processing. Lean refers to any method, measure, or tool that helps in the identification and elimination of waste.

The term Six Sigma refers to tools and techniques that are used to improve manufacturing processes. The strategy attempts to identify and eliminate the causes of defects and variations in business and manufacturing processes.

Six Sigma's DMAIC phases are utilized in Lean Six Sigma. The acronym stands for define, measure, analyze, improve, and control. It refers to the data-driven five-step method for improving, optimizing, and stabilizing business and manufacturing processes.

A Lean Six Sigma approach that combines Lean strategy and Six Sigma's tools and techniques highlights processes that are prone to waste, defects, and variation and then reduces them to ensure improvement in a company's operational processes.

Lean Six Sigma Techniques

The techniques and tools used to accomplish essential goals of the Lean Six Sigma strategy include:

Kanban : Workflow management practices, such as work visualization and limited work in progress, which maximize efficiency and promote continuous improvement.
Kaizen : Practices that engage employees and promote a work environment that emphasizes self-development and ongoing improvement.
Value stream mapping : Analyze places to eliminate waste and optimize process steps.
5S tool : Method to ensure that the workplace is efficient, productive, safe, and successful.

Lean Six Sigma Just-In-Time (JIT) training allows employees to focus resources on what customers need, when they need it, rather than building up unnecessary inventory.

Lean Six Sigma Phases

The DMAIC phases of Lean Six Sigma are Define, Measure, Analyze, Improve, and Control. They are used to identify and improve existing process problems with unknown root causes.

Define the problem from a company perspective, stakeholder perspective, and customer perspective. Figure out the quality expectations that customers have and the extent of the problem.

Examine the current process and how it contributes to the problem. Determine whether the process can meet the previously defined quality expectations of customers. Match each process step to your quality criteria. Support your measurements with actual performance data.

Examine all information gathered thus far to finalize the exact nature of the problem, its scope, and its cause.

Solve the problem and verify the improvement. Collaborate to structure a solution that eliminates both the problem and its cause. Use your data to ensure that the solution fits the issue at hand. Test the solution and derive performance data to support it.

Monitor improvement and continue to improve where possible. Finalize acceptable performance criteria. Establish a plan that can deal with variations that occur, sustain improvements, and prevent a reoccurrence of the original problem.

DMAIC works best when used to solve a problem relating to a process, quality, or waste issue in an organization.

Lean Six Sigma Belt Levels

Lean Six Sigma training uses Belts to denote Lean Six Sigma expertise. The exact specifications for each Belt may differ depending on what organization provides the certification.

Benefits of Lean Six Sigma

There are a number of established benefits to Lean Six Sigma methods for employees, customers, vendors, and the company.

By increasing the efficiency of important processes, companies can improve the work experience for employees and the customer experience for buyers. This can build loyalty inside and outside of a company.

Streamlined, simplified processes can increase control and a company's ability to capitalize on new opportunities quickly. They can also lead to more sales and revenue, lower costs, and more successful business results.

Involving employees in a group or a company-wide efficiency effort can improve their skills (e.g., analytical thinking and project management), improve their growth opportunities, and boost camaraderie. By preventing defects, companies save on the time, money, and human effort previously required to identify and eliminate them.

Lean Six Sigma and Six Sigma are two related strategies that can solve process problems. Both can help companies make noteworthy improvements in quality, efficiency, and use of time by analyzing the way their processes function. Both use the DMAIC phases/method. Both are based on creating a problem-solving workplace culture.

However, Six Sigma is focused on reducing defects and process variability to improve process output and quality to meet customer expectations. Lean Six Sigma is focused on reducing or eliminating the wasteful use of resources and defects to improve workflow and create more value for customers.

Lean Six Sigma combines aspects of Six Sigma (such as data analysis) and aspects of the Lean methodology (such as waste-eliminating tools) to improve process flow, maintain continuous improvement, and achieve business goals.

What Is the Meaning of Lean Six Sigma?

Lean Six Sigma is a process improvement strategy that seeks to eliminate inefficiencies in a company's process flow by identifying the causes of waste or redundancy and developing solutions to address them.

What Are the 5 Principles of Lean Six Sigma?

Define, measure, analyze, improve, and control are the five principles and phases of Lean Six Sigma. They're the steps practitioners take to create more efficient processes and a workplace culture that's focused on continuous improvement.

Why Is Lean Six Sigma Important?

Many consider it important for the measurable and consistent improvements in operations and business results that companies achieve using it. It also might be considered important because it combines the significant process streamlining of the Lean methodology of the 1940s with the Six Sigma data-driven approach of the 1980s.

What Is Lean Six Sigma Training?

Lean Six Sigma training instructs students in the basics of Six Sigma methodology, as well as the Six Sigma DMAIC roadmap. Students also learn how to apply the concepts in practical scenarios as they go through the courses.

How Much Does It Cost to Get Lean Six Sigma Training?

The cost of Lean Six Sigma Training varies depending on whether you take courses online, taught by a virtual instructor, or in-person, as well as the level of belt you are pursuing. A one-day White Belt training can range from $99 to $499. An eight-day Master Black Belt training costs $4975 for both in-person and live virtual training. A three- to four-day course in Lean Fundamentals ranges from $1300 to $2000 or $399 to $774 for an online training.

Lean Six Sigma is a management approach and method that endeavors to eliminate any wasteful use of resources plus defects in production processes so as to improve employee and company performance.

It draws on the Lean concept of the 1940s established by Japan's Toyota to reduce waste and the Six Sigma strategy of the 1980s established by U.S. company Motorola to reduce defects.

By combining these teachings, Lean Six Sigma puts the best of both to work to streamline efficient operations and financial outcomes for all kinds of organizations.

Six Sigma. " Lean Six Sigma Certification and Training - Overview ."

Six Sigma. " DMAIC: Approach to Continuous Improvement ."

Six Sigma. " Know How to Pick a Right Project for DMAIC ."

Six Sigma. " Six Sigma White Belt ."

Six Sigma. " Six Sigma Yellow Belt ."

Six Sigma. " Six Sigma Green Belt ."

Six Sigma. " Six Sigma Black Belt ."

Six Sigma. " Six Sigma Master Black Belt ."

Six Sigma. " White Belt Training ."

Six Sigma. " Online White Belt ."

Six Sigma. " Master Black Belt Training ."

Six Sigma. " Lean Fundamentals Online Training ."

Six Sigma. " Lean Fundamentals ."

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DMAIC Roadmap - Click to View

Together, the Lean Six Sigma Problem Solving and the DMAIC Methodology have successfully existed over the last 50 years. It is a proven approach that combines the principles of Lean and Six Sigma to optimize processes, reduce defects, and achieve operational excellence. And, it is critical to note, that the methodology of DMAIC (Define, Measure, Analyze, Improve, Control), which is the core of Lean Six Sigma, is why Lean Six Sigma remains highly valued today. Let's explore how DMAIC enables you to solve problems efficiently, enhance productivity, and deliver exceptional results. Join me on this brief journey as I outline how D.M.A.I.C. is the core of Lean Six Sigma Problem Solving.

Understanding Lean Six Sigma Problem Solving and DMAIC

Lean Six Sigma is a methodology designed to improve operational efficiency, reduce waste, and enhance overall quality. It embraces a fact-based, data-driven approach and provides organizations with a structured framework to identify and address issues effectively. That framework is the DMAIC methodology. It's a well-defined project management approach to discovering the Y=f(x) equation, where the "Y" is the measure of that thing you're trying to improve, and the "x's" are "influencing" (good or bad) that "Y's" output.

Define Phase

The first step in every Lean Six Sigma Problem Solving effort is to define the problem and the goal. It's no different than looking at a map before a road trip with your friends. You can map your route if you know..

Where you are
Where you're going.

If you don't know either of those, you'll be driving around aimlessly. Of course, there are several other important elements to the define phase and certainly the entire DMAIC process. However, without a quantifiably defined problem and goal.. your efforts will be fruitless.

Measure Phase

Once the problem is defined and the goal is set, you have the "Y" part of the "Y"=f(x) equation. It's time to put several things in motion.

Begin measuring your "Y" over time and as frequently as necessary.
Brainstorm all the potential "x's" influencing the "Y"
Prioritize the potential "x's"
Begin measuring the "x's" in such a way that you can correlate them to your "Y"

Analyze Phase

If you're following this process in your project, then it's time to start using all the data you've been collecting. The intent of the Analyze phase is to "determine the root cause", but, to do so with data! Not conjecture. In Analyze, you should be focused on facts, data, and input from subject matter experts. Your focus will be:

Eliminate insignificant "x's"
Validate significant "x's"

If it sounds easy.. it's not. It's always complicated, and oftentimes, you'll discover that there are inputs to the "x's" that require measurement and analysis. It's not a linear process, it's iterative. But if the steps are followed and repeated as necessary.. you'll get there.

Improve Phase

The expectation in a DMAIC or "Lean Six Sigma Problem Solving" project is that when you think you've determined the root cause(s) that most significantly influence your "Y," you then need to prove it, and/or implement it. So now, with a clear understanding of the problem and its root causes, the Improve phase focuses on generating and evaluating potential solutions. Engaging cross-functional teams to collaborate and brainstorm ideas, pilot-test proposed improvements, and implement changes. Continuous data monitoring, process and SME feedback, and iteration ensure solutions will align with the desired result of your "Y" output. Improve is where as a Lean Six Sigma practitioner you'll be called upon to demonstrate advanced facilitation, communication, and project management skills.

Control Phase

Once solutions are implemented, the control phase ensures the improvements are sustained over time. You'll develop control plans to monitor and measure process performance, establish standard operating procedures, and provide ongoing training. By maintaining control, you can prevent regression and ensure continuous improvement in the long run. Control involves monitoring critical "x's" over time and managing them to yield expected results from your "Y." It requires people to be accountable, action plans and re-action plans to be in place, mitigation plans, communication & notification plans , training plans, etc. The control phase is as critical as the others but is often overlooked. Be sure to put sustainable plans in place to maintain your improvements.

Using Lean Six Sigma Problem Solving and DMAIC

While the structure of the D.M.A.I.C. methodology is simple and logical, the sheer volume of information, tools, techniques, templates, and data analysis that it contains suggests it's not simple. Yet, each tool or technique is fairly simple and amazingly effective when used timely and appropriately. It's the Lean Six Sigma Black Belt's job to know as much and as many tools, and techniques as possible so that he or she is prepared to face the problems, issues, roadblocks, and opportunities that reveal themselves throughout a Lean Six Sigma project. This is why a Lean Six Sigma Black Belt commands a six-figure salary. The knowledge and skills acquired through a Lean Six Sigma Black Belt Certification can be a major career booster.

Lean Six Sigma Problem Solving and the D.M.A.I.C. methodology provide organizations with a systematic and data-driven approach to address challenges, enhance productivity, and achieve operational excellence. By learning and embracing DMAIC and all the tools and techniques it embodies, organizations will look to you for leadership, expertise, and results. And you, in turn, can push forth continually learning and advancing your career.

Lean Six Sigma Certification Options

Yellow belt certification.

Green Belt Certification

Black Belt Certification

About Michael Parker

Michael Parker is the founder and president of Lean Sigma Corporation, a leading Lean Six Sigma certification provider, and licensor of premium training content to universities and corporations world wide. Michael has over 25 years of experience leading and executing Lean Six Sigma programs and projects. As a Fortune 50 senior executive, Michael led oversight of project portfolios as large as 150 concurrent projects exceeding $100 million in annual capital expenditures. Michael has also managed multi-site operations with the accountability of over 250 quality assurance managers, analysts, and consultants. He is an economist by education, earning his Bachelor of Science degree from Radford University while also lettering four years as an NCAA Division I scholarship athlete. Michael earned his Six Sigma Master Black Belt certification from Bank of America and his Black Belt certification from R.R. Donnelley & Sons. He holds nine U.S. Copyrights for his "Learn Six Sigma" publications, and a U.S. Patent.

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6.4: Lean Processes

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Michael Laverty and Chris Littel et al.

Learning Objectives

By the end of this section, you will be able to:

Discuss the lean process methodology
Understand the phases of the lean problem-solving process.

You have learned about different problem-solving approaches that entrepreneurs take to lead their startups and work with others. Most of these approaches have had to do with the entrepreneur’s cognitive or creative mindsets. Now we will learn about an approach that is more rooted in process, called lean process . Lean problem solving has been used as an entrepreneurial methodology in new and emerging ventures, and it’s interesting that it comes from a large corporate, manufacturing background that focuses on efficiencies. The Six Sigma methodology, pioneered at Motorola in the 1970s and 1980s, and adopted by many companies, is a disciplined, data-driven approach that provides companies tools to improve the capability of their business processes. According to the American Society for Quality, “Six Sigma views all work as processes that can be defined, measured, analyzed, improved and controlled. A set of qualitative and quantitative tools is used to drive process improvement. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.” 26 GE copied it and created the “Process Excellence” programs that millions of managers and others have taken to get certified at various “belts.” Although Six Sigma and Process Excellence do not fit strictly in terms of entrepreneurship, as they are used mainly by large, mature companies, many of the methods fit in the lean model.

Toyota pioneered the lean process in the 1980s. The term “lean manufacturing” is the most common, but it is much more than manufacturing. The lean process is a systematic method for the maximizing of continuous improvement and the minimization of surplus or unused material in the production of a process. The entrepreneur begins the startup with a sense the original product will be the product carrying the organization to success in the long term. In most cases, the good or service will require modification to maintain a process, technology, or up-to-date product offering. Lean problem solving means the entrepreneur’s entire team scans both the company’s internal and external environments for continuous improvement and methods for bringing additional revenue to the startup by cost improvement processes that promote sustainable value. The external environment encompasses customers, industry trends, and competition. The internal environment comprises the factors inside the enterprise, such as employees, and internal practices and processes. In lean manufacturing, for example, improving efficiencies in the internal environment should lead to advantages in the external environment (whether that be cost savings to customers, competitive advantage from more output/superior product, etc.).

For example, every mile saved per day per UPS truck driver results in approximately $50 million in savings per year, according to Juan Perez, the company’s chief information and engineering officer. Using customer data and artificial intelligence, the company created a system dubbed ORION, which is an acronym for On-Road Integrated Optimization and Navigation. 27 To date, the system has resulted in $400 million in savings to UPS. By applying the lean process, everything that UPS saves on the input (by reducing mileage) leads to savings on the output, which leads faster deliveries, lower costs for consumers, and more profit for UPS.

Lean Problem-Solving Process

The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. As shown in Table 6.4.1, this cycle typically involves eight specific steps.

The lean problem-solving, step-wise process allows the business to observe, assess, and continually evaluate.

ARE YOU READY?

Too much too late.

Many entrepreneurs create a startup with an idea that they develop without any feedback from potential customers, relying on their own knowledge or assumptions about the market. Consider the story of Rapid SOS: https://hbr.org/2018/05/do-entrepren...eed-a-strategy . What would most likely happen when they decided to go forward with their product? Will it be a fit to the customer’s needs or solve their problems? How is lean process different from this?

Lean Problem-Solving Phases

Observation is the phase in which the entrepreneur studies the challenge and notes all facets of the challenge requiring solution. In this phase, the entrepreneur asks questions and conducts research about the change needed for a successful product, outcome, or service. The entrepreneurs must determine why the change is needed. What is the purpose of the endeavor? Feedback is extremely important in this phase.

For example, a community asked a group of entrepreneurs to help address the youth obesity problem in a middle school. The entrepreneurs began to study the intake of food by the children and determined that both the content of the school lunch menu and the lifestyle of the majority of the children were affecting the obesity rate in the community. They then defined the purpose of the project as finding a low-cost, low-risk method of changing the lunch menu and agreed that the primary outcome would be a 30 percent reduction in the obesity rate of the children. The entrepreneurs began to assess the cost of changing the lunch menu and observing what else the kids ate. The entrepreneurs discovered that the lunch menu change required to reduce the obesity rate was beyond the financial capability of the school district. Research also showed that many of the children, products of single-parent homes, were eating high-calorie, high-fat, take-out foods for dinner. Further observation revealed that the children did not engage in physical activity after hours because the local surroundings were not safe. The community needed a process to transform the wellness of the children, and the entrepreneurs recommended using a lean process approach to help the children as quickly as possible.

After the observation of the problem comes assessment , the phase in which the entrepreneur experiments and analyzes the potential process and its capabilities. The entrepreneur leverages creative tools and resources to arrive at a solution and assesses each step of a possible solution. Each step must add value to the solution, or that step in the solution is unnecessary. In addition, the step must be capable of solving the issue and add flexibility to the solution. How is the process or product being improved? In this phase, a prototype of the product is developed and delivered. The entrepreneur must ask the customer if all needs and wants are satisfied with the prototype. If the prototype is being developed for mass production, surveying customers about potential sales is essential. In the school lunch example, the school system would have been the customer of the new food menu (prototype) in the assessment phase.

Evaluation is the phase in which behaviors are analyzed to assess success. The entrepreneur continually studies each phase of the solution to observe the effectiveness of outcomes desired by the client. The entrepreneur ensures that transformation is built into the habits of the school to obtain, maintain, and develop the desired outcomes.

In a real-world example of a company applying lean processes, the New Balance Company, which designs and manufactures both athletic and casual shoes, used a batching approach in the early 2000s that organized production by departments, so that all of the cutting took place in one department, all of the stitching took place in another, and so forth. While it seems that batching tasks would improve efficiency, at New Balance, it meant that production of one pair of shoes took nine days. Executives observed piles of inventory sitting between floors and departments, and noticed employees waiting while there were delays in the production line. They also noticed that the pay structure contributed to the piles of works in process because employees were paid by the piece, which encouraged them to produce as much as possible.

The company applied lean principles to rearrange the production floor by value streams, or the making of a product by sharing similar processing steps. On one side was “cut and stitch” products using US materials of leather and mesh, while another side used premade products from overseas for soles, inserts, and kits. This change cut the time to make a pair of shoes down to four hours, meaning that domestic plants could ship some orders in twenty-four hours, while competitors may need as much as 121 days to ship when they outsourced manufacturing to Asia.

An often-used lean problem-solving tool is whiteboarding ( Figure 6.16 ). Whiteboarding is a type of graphing that permits the entrepreneur to plot each step in a process to build comprehension and detailing of the process. The entrepreneur draws each step on the whiteboard using a linking-type diagram, and draws arrows to show how processes affect other processes. Seeing the flow of the process allows the entrepreneur to note where functions in the process are duplicated or inconsistent.

Photo of a person writing on a whiteboard.

For example, in a community garden, storing tools, such as hoes and hand trowels for weeding, in different sheds wastes time when preparing to begin the process of weeding. These tools should be stored collectively to eliminate multiple trips and wasted time. Seeing the process on a whiteboard or other medium brings awareness to how processes can be improved. After the process is changed, it is graphed again for further scrutiny.

ENTREPRENEUR IN ACTION

The origin of lean.

Would it surprise you to know the origin of lean, in modern times, is considered to be Henry Ford’s production line? Although we don’t necessarily think of the creation of automobiles as an entrepreneurial venture in today’s world, Henry Ford was truly an entrepreneur for his time when the manufacture of automobiles was just beginning. Not only did he recognize the opportunity inherent in the sale of automobiles, he recognized the need to create an efficient process for automobile production that could decrease costs and, consequently, the selling price of the vehicle. As the first entrepreneur to join the use of interchangeable parts with moving conveyance to develop fabrication processes, Ford was able to turn over inventory in a very short time; however, Ford’s process could not deliver variety. In fact, Ford was quoted as saying of the Model T’s color, “You can have any color as long as it's black.” 29 It had the fastest drying time; hence, it was the only color he used for a number of years.

The Ford system was built around one static product. In the 1930s, when the market demanded product variety, the company was not set up to address this challenge. Kiichiro Toyoda (Figure $\PageIndex{2}$), the second president of Toyota Motor Corporation, visited the Ford plant in Michigan to learn more about their application of the assembly line concept. After observing, he proposed a new production system that would strive to “right size” equipment to better match tasks and the volume of work, as well as introducing quality assurance steps in each sequence of the work process. Toyoda’s approach shifted the focus from machinery to process, optimizing efficiency while maintaining quality.

A Step-by-Step Guide to A3 Problem Solving Methodology
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Problem Solving

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.

What is a3 problem solving.

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

Define the problem clearly and concisely
Gather and analyze data to gain a deep understanding of the problem
Identify the root causes of the problem
Develop and implement effective solutions
Evaluate results and continuously improve

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.

The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.

A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.

Best Practice for Defining the Problem

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

Define the issue in a specific and quantifiable way: It is critical to be specific and concise when defining the problem, as well as to quantify the problem in terms of its impact. This will help to ensure that all stakeholders understand the problem and that data collection is focused on the right areas.
Focus on the problem’s root cause: The A3 Problem Solving methodology is intended to assist organisations in identifying and addressing the root cause of a problem, rather than just the symptoms. Organizations can ensure that their solutions are effective and long-lasting by focusing on the root cause of the problem.
Ascertain that all stakeholders agree on the problem’s definition: All stakeholders must agree on the definition of the problem for the A3 Problem Solving process to be effective. This ensures that everyone is working towards the same goal and that the solutions developed are relevant and appropriate.
Consider the problem’s impact on the organisation and its stakeholders: It is critical to consider the impact of the problem on the organisation and its stakeholders when defining it. This will assist in ensuring that the appropriate data is gathered and that the solutions developed are relevant and appropriate.

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.

In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

In A3 Problem Solving, several data collection methods are available, including:

Observations
Process diagrams

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:

Excel Spreadsheets
Flow diagrams
Pareto diagrams
Scatter Plots
Control diagrams

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.

Step 3: Identify Root Causes

Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.

Overview of the Root Cause Analysis Process

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section

Techniques for Identifying Root Causes

There are several techniques for determining the root causes of a problem, including:

Brainstorming
Ishikawa diagrams (also known as fishbone diagrams)
Root Cause Tree Analysis

These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.

Best Practices for Conducting Root Cause Analysis

It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:

Make certain that all stakeholders participate in the root cause analysis process.
Concentrate on determining the root cause of the problem rather than just its symptoms.
Take into account all potential root causes, not just the most obvious ones.
To identify root causes, use a systematic approach, such as the 5 Whys or root cause tree analysis.

Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.

Step 4: Develop Solutions

Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.

Solution Development in A3 Problem Solving

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

There are several techniques that can be used to develop solutions in A3 Problem Solving, including:

Brainwriting
Solution matrix
Multi voting
Force field analysis

These techniques can help to generate a range of options and to select the best solution.

Best Practice for Developing Solutions

It is critical to follow the following best practices when developing solutions in A3 Problem Solving:

Participate in the solution development process with all stakeholders.
Make certain that the solution addresses the underlying cause of the problem.
Make certain that the solution is feasible and achievable.
Consider the solution’s impact on the organisation and its stakeholders.

Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.

Step 5: Implement Solutions

The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.

The implementation Process

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

A3 Problem Solving solutions can be implemented using a variety of techniques, including:

Piloting the solution on a small scale before broadening its application
Participating in the implementation process with all relevant stakeholders
ensuring that the solution is in line with the goals and objectives of the organisation
Monitoring the solution to determine its effectiveness and make any necessary changes

Best Practice for Implementing Solutions

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.

In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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6.4 Lean Processes

Portions of the material in this section are based on original work by Geoffrey Graybeal and produced with support from the Rebus Community. The original is freely available under the terms of the CC BY 4.0 license at https://press.rebus.community/media-innovation-and-entrepreneurship/.

Learning Objectives

By the end of this section, you will be able to:

Discuss the lean process methodology
Understand the phases of the lean problem-solving process.

You have learned about different problem-solving approaches that entrepreneurs take to lead their startups and work with others. Most of these approaches have had to do with the entrepreneur’s cognitive or creative mindsets. Now we will learn about an approach that is more rooted in process, called lean process . Lean problem solving has been used as an entrepreneurial methodology in new and emerging ventures, and it’s interesting that it comes from a large corporate, manufacturing background that focuses on efficiencies. The Six Sigma methodology, pioneered at Motorola in the 1970s and 1980s, and adopted by many companies, is a disciplined, data-driven approach that provides companies tools to improve the capability of their business processes. According to the American Society for Quality, “Six Sigma views all work as processes that can be defined, measured, analyzed, improved and controlled. A set of qualitative and quantitative tools is used to drive process improvement. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.” 26 GE copied it and created the “ Process Excellence ” programs that millions of managers and others have taken to get certified at various “belts.” Although Six Sigma and Process Excellence do not fit strictly in terms of entrepreneurship, as they are used mainly by large, mature companies, many of the methods fit in the lean model.

Toyota pioneered the lean process in the 1980s. The term “ lean manufacturing ” is the most common, but it is much more than manufacturing. The lean process is a systematic method for the maximizing of continuous improvement and the minimization of surplus or unused material in the production of a process. The entrepreneur begins the startup with a sense the original product will be the product carrying the organization to success in the long term. In most cases, the good or service will require modification to maintain a process, technology, or up-to-date product offering. Lean problem solving means the entrepreneur’s entire team scans both the company’s internal and external environments for continuous improvement and methods for bringing additional revenue to the startup by cost improvement processes that promote sustainable value. The external environment encompasses customers, industry trends, and competition. The internal environment comprises the factors inside the enterprise, such as employees, and internal practices and processes. In lean manufacturing, for example, improving efficiencies in the internal environment should lead to advantages in the external environment (whether that be cost savings to customers, competitive advantage from more output/superior product, etc.).

Lean Problem-Solving Process

The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. As shown in Table 6.1 , this cycle typically involves eight specific steps.

Are You Ready?

Too much too late.

Many entrepreneurs create a startup with an idea that they develop without any feedback from potential customers, relying on their own knowledge or assumptions about the market. Consider the story of Rapid SOS: https://hbr.org/2018/05/do-entrepreneurs-need-a-strategy. What would most likely happen when they decided to go forward with their product? Will it be a fit to the customer’s needs or solve their problems? How is lean process different from this?

Lean Problem-Solving Phases

In a real-world example of a company applying lean processes, the New Balance Company , which designs and manufactures both athletic and casual shoes, used a batching approach in the early 2000s that organized production by departments, so that all of the cutting took place in one department, all of the stitching took place in another, and so forth. While it seems that batching tasks would improve efficiency, at New Balance, it meant that production of one pair of shoes took nine days. Executives observed piles of inventory sitting between floors and departments, and noticed employees waiting while there were delays in the production line. They also noticed that the pay structure contributed to the piles of works in process because employees were paid by the piece, which encouraged them to produce as much as possible.

Entrepreneur In Action

The origin of lean.

The Ford system was built around one static product. In the 1930s, when the market demanded product variety, the company was not set up to address this challenge. Kiichiro Toyoda ( Figure 6.17 ), the second president of Toyota Motor Corporation , visited the Ford plant in Michigan to learn more about their application of the assembly line concept. After observing, he proposed a new production system that would strive to “right size” equipment to better match tasks and the volume of work, as well as introducing quality assurance steps in each sequence of the work process. Toyoda’s approach shifted the focus from machinery to process, optimizing efficiency while maintaining quality.

26 American Society for Quality. “What Is Six Sigma?” n.d. https://asq.org/quality-resources/six-sigma
27 Juan Perez. “UPS’ Approach to Innovation and Technology.” Presentation sponsored by J. Mack Robinson College of Business, Georgia State University, Atlanta, GA. March 28, 2019.
28 “Genchi Genbutsu.” Lean HE Glossary . n.d. http://www.leanhe.org/lean-he/glossary#TOC-Genchi-Genbutsu
29 Diana T. Kurylko. “Model T Had Many Shades; Black Dried Fastest.” Automotive News . June 16, 2003. http://www.autonews.com/article/20030616/SUB/306160713/model-t-had-many-shades%3B-black-dried-fastest

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What is Lean Learning? Tips, Techniques, and Implementation

April 4th, 2024

Lean Learning is a powerful methodology that combines the principles of lean management with the art of continuous learning and improvement.

Companies and industries always need to optimize their processes to maximize their efficiency and deliver extraordinary value to customers.

Whether it’s streamlining manufacturing processes, enhancing product development, or optimizing business operations, the lean philosophy has proven its mettle time again and again.

Key Highlights

Understand the origins of Lean Learning and its roots in the Toyota Production System (TPS).
Explore the Lean Learning mindset, encompassing continuous improvement, waste elimination , employee empowerment, customer-centricity, and cultivating a lean culture.
Discover its powerful techniques and tools, including A3 thinking , problem-solving methodologies, visual management, just-in-time learning, and lean instructional design strategies.
Learn how to implement a comprehensive lean learning strategy by building a lean learning culture.
Insights from real-world case studies and success stories, demonstrating the practical application across various industries.
Envision the future of lean learning and its potential to change organizational performance, employee engagement, and customer satisfaction.

As we learn more about Lean Learning, it becomes increasingly evident that the true catalyst for sustained success lies in the ability to cultivate a culture of continuous learning and improvement.

Introduction to Lean Learning

It is in this pursuit of continuous improvement that the concept of “ Lean Learning ” is game-changing, and revolutionizing the way we approach learning and development within the organizational context.

Origins in Lean Management and Toyota Production System (TPS)

The roots of Lean Learning can be traced back to the pioneering work of the Toyota Production System (TPS), a manufacturing philosophy that transformed the automotive industry.

At the heart of TPS lies the principle of eliminating waste and maximizing value-added activities, a mindset that transcends industry boundaries and has since been adopted across various sectors.

Lean management, born out of the TPS, emphasizes a relentless focus on continuous improvement, respect for people, and the pursuit of perfection through the systematic identification and elimination of non-value-added activities.

This philosophy challenged traditional management approaches and paved the way for a more efficient, customer-centric way of thinking.

As companies embraced lean principles , it became apparent that the true catalyst for sustained success lay not only in optimizing processes but also in cultivating a culture of continuous learning and adaptation.

Lean thinkers recognized that empowering employees to identify and solve problems at the source was crucial for driving meaningful change and fostering a lean culture.

Lean principles applied to learning and development

It was this realization that sparked the integration of lean principles into the roots of learning and development, giving rise to the concept of Lean Learning.

By applying lean thinking to the way organizations approach training, skill development, and knowledge sharing, a transformative shift occurred, aligning efforts with the overarching goal of creating value for both the organization and its customers.

The core tenets of lean learning include:

Removing waste in the learning process by focusing on value-added activities that directly contribute to performance improvement.
Empower employees to identify their own learning needs and actively participate in the learning process, fostering a sense of ownership and engagement.
Supporting a customer-centric approach by aligning learning initiatives with the specific needs and requirements of both internal and external customers.
Continuous improvement through ongoing feedback loops, data-driven decision-making, and a willingness to iterate and refine learning strategies based on real-world outcomes.
Promoting lean culture and lean leadership principles , such as respect for people, teamwork, and a relentless pursuit of perfection.

By using these principles in the learning and development landscape, organizations can benefit, including increased efficiency, enhanced employee engagement, improved knowledge retention, and ultimately, better alignment between learning initiatives and organizational goals.

The Lean Learning Mindset

Lean learning lies in a fundamental shift in mindset – a departure from traditional, rigid approaches to training and development in favor of a dynamic, adaptive, and customer-centric model.

This mindset is rooted in the very principles that have driven the success of lean transformations across industries, and it is essential for organizations seeking to unlock the full potential of their learning initiatives.

Continuous improvement

One of the central pillars of the lean learning mindset is the unwavering commitment to continuous improvement.

In my experience working with organizations across diverse sectors, I have witnessed the power of fostering a culture that actively seeks out opportunities for growth and refinement.

Lean learning encourages a constant cycle of reflection, experimentation, and iterative enhancements, ensuring that learning strategies remain agile and responsive to the ever-changing needs of the business landscape.

This commitment to continuous improvement extends beyond the bounds of learning and development itself. It permeates every aspect of the organization, empowering employees at all levels to identify areas for optimization and contribute to the ongoing pursuit of operational excellence .

Waste elimination

Another cornerstone of the lean learning mindset is the relentless pursuit of waste elimination.

In the context of learning and development, waste can take many forms – from inefficient training processes and redundant content to misaligned learning objectives and underutilized resources.

By adopting a lean perspective, organizations can critically evaluate their existing learning strategies and identify opportunities to streamline processes, reduce non-value-added activities, and redirect valuable resources toward initiatives that drive tangible results.

Throughout my career, I have had the privilege of working with teams that have embraced the principles of waste elimination , and the impact has been transformative.

By challenging long-held assumptions and questioning the status quo, these organizations have not only optimized their learning initiatives but have also cultivated a culture of continuous improvement that transcends departmental boundaries.

Employee empowerment

Central to the lean learning mindset is the concept of employee empowerment. Traditional top-down approaches to learning and development often fail to tap into the collective knowledge and insights of an organization’s most valuable asset – its workforce.

It recognizes that employees are not merely recipients of training but active participants in the learning process, with unique perspectives and valuable contributions to offer.

By fostering a culture of employee empowerment, organizations can harness the collective wisdom and experience of their workforce, enabling them to identify pain points, propose solutions, and drive meaningful change.

This approach not only enhances the relevance and effectiveness of learning initiatives but also cultivates a sense of ownership and engagement among employees, further reinforcing the lean mindset.

Customer-centric approach

At the heart of lean learning lies a steadfast commitment to a customer-centric approach . Whether the customer is internal (employees) or external (end-users), the primary focus is on delivering learning experiences that directly address their specific needs and challenges.

This customer-centric mindset requires a deep understanding of the target audience, their pain points, and their desired outcomes, ensuring that every learning initiative is tailored to drive maximum value and impact.

In my experience, organizations that embrace a customer-centric approach to learning and development are better positioned to foster strong relationships, enhance customer satisfaction, and ultimately drive business success.

By aligning learning strategies with the evolving needs of customers, these organizations can proactively address emerging challenges, anticipate future trends, and deliver solutions that resonate with their target audience.

Lean Culture and Lean Leadership

Underpinning the lean learning mindset is the cultivation of a lean culture and the embodiment of lean leadership principles.

A lean culture values respect for people, encourages open communication, and promotes a shared commitment to continuous improvement .

It is a culture that empowers individuals at all levels to challenge conventional wisdom, question long-held assumptions, and actively participate in the pursuit of operational excellence.

Lean leadership plays a crucial role in fostering this culture by modeling the desired behaviors, setting the tone for the organization, and providing the necessary support and resources to enable sustainable change.

Effective lean leaders understand the importance of creating an environment that encourages experimentation, embraces failure as a learning opportunity, and celebrates successes – no matter how small.

These organizations have not only optimized their learning initiatives but have also fostered a collaborative, innovative, and adaptable workforce.

By adopting the lean learning mindset, organizations can unlock a wealth of opportunities for growth, innovation, and sustained competitive advantage.

It is a mindset that transcends traditional boundaries and empowers organizations to embrace change, leverage the collective wisdom of their workforce, and deliver exceptional value to their customers – both internal and external.

Lean Learning Techniques and Tools

While the lean learning mindset lays the foundation for a transformative approach to organizational learning and development, it is the practical application of lean techniques and tools that truly brings this philosophy to life.

Problem-solving and A3 Thinking

Lean learning lies in a relentless pursuit of problem-solving, a mindset that empowers organizations to identify and address root causes , rather than merely treating symptoms.

One of the most powerful tools in this endeavor is thinking, a structured approach to problem-solving that encourages critical thinking, data-driven decision-making, and a comprehensive understanding of the issue at hand.

The A3 thinking process involves documenting the problem, analyzing the current situation, identifying root causes, proposing countermeasures, and outlining a plan for implementation and follow-up – all on a single A3-sized sheet of paper.

This concise and visual format facilitates effective communication, encourages collaboration, and fosters a shared understanding among stakeholders.

Complementing A3 thinking is the broader discipline of root cause analysis, which employs a variety of techniques, such as the 5 Whys , fishbone diagrams , and fault tree analysis , to uncover the underlying drivers of a problem.

By addressing root causes, organizations can implement sustainable solutions that prevent recurrence and drive lasting improvement.

Visual Management and Communication

Effective communication and transparency are essential components of the lean learning journey. Visual management techniques play a crucial role in this endeavor, providing a clear and concise means of conveying information, tracking progress, and aligning efforts toward common goals.

One powerful tool in the visual management arsenal is the concept of True North goals – a set of overarching, long-term objectives that serve as a guiding beacon for the organization’s improvement efforts.

By clearly articulating these True North goals and cascading them throughout the organization, Lean Learning fosters a shared understanding of the desired outcomes and enables teams to align their initiatives accordingly.

Performance metrics and key performance indicators (KPIs) are another vital aspect of visual management, providing quantifiable measures of success and enabling data-driven decision-making.

By visually displaying these metrics and tracking progress over time, organizations can identify areas for improvement, celebrate successes, and make informed adjustments to their learning strategies.

Just-in-Time and Pull-based Learning

One of the core principles of lean learning is the concept of just-in-time learning – providing employees with the knowledge and skills they need, precisely when they need them.

This approach stands in stark contrast to traditional, batch-based training models, which often result in knowledge decay and a disconnect between learning and application.

By embracing just-in-time learning, organizations can ensure that employees are equipped with relevant, timely information that directly supports their day-to-day responsibilities.

This can take the form of microlearning modules, performance support tools, or on-demand resources that can be accessed at the point of need, enabling employees to immediately apply their newly acquired knowledge and skills.

Closely related to just-in-time learning is the concept of pull-based learning, which empowers employees to actively seek out knowledge resources they require, rather than having training pushed upon them.

This approach not only fosters a sense of ownership and engagement but also ensures that learning efforts are aligned with the specific needs and challenges faced by employees, resulting in more effective and relevant training experiences.

By combining just-in-time learning and pull-based learning strategies, organizations can optimize their learning initiatives, reducing waste and ensuring that valuable resources are directed towards initiatives that directly contribute to performance improvement and organizational success .

Lean Instructional Design and Delivery

The principles of Lean Learning extend beyond the acquisition of knowledge and skills; they also encompass the design and delivery of learning experiences themselves.

Through the application of lean instructional design methodologies, organizations can ensure that every aspect of the journey is optimized for value-added learning.

One key aspect of lean instructional design is the emphasis on blended learning approaches, which combine various delivery methods – such as classroom instruction, e-learning modules, and on-the-job training – to create a comprehensive and engaging learning experience.

By leveraging the strengths of each modality and tailoring the delivery to the specific needs of the learners, organizations can maximize knowledge retention, application, and overall effectiveness.

These immersive experiences not only reinforce learning but also foster a deeper understanding of the practical implications of lean principles .

Throughout the instructional design and delivery process, the focus remains on creating value-added learning experiences that directly contribute to performance improvement and organizational objectives.

By continuously evaluating and refining these processes, lean learning enables organizations to deliver training that is relevant, effective, and aligned with the ever-evolving needs of the business.

By leveraging these powerful lean techniques and tools, organizations can unlock a wealth of opportunities for continuous improvement, enhanced operational efficiency, and sustained competitive advantage.

Whether it’s streamlining processes, fostering a culture of problem-solving, or delivering just-in-time learning experiences, the applications of lean learning are vast and far-reaching, enabling organizations to adapt and thrive in an ever-changing business landscape.

Implementing a Lean Learning Strategy

Adopting the Lean Learning philosophy is not merely a matter of introducing new tools and techniques; it demands a comprehensive, strategic approach that permeates every aspect of an organization’s culture and operations.

Building a Lean Learning Culture

At the heart of any successful Lean Learning initiative lies the cultivation of a robust lean culture – an environment that fosters respect for people, encourages knowledge sharing, and promotes genuine employee engagement.

This cultural shift begins with a deep-rooted commitment to the principle of respect for people, recognizing that every individual within the company plays a vital role in driving continuous improvement.

Fostering an atmosphere of knowledge sharing is equally crucial. By breaking down silos and encouraging open communication, companies can tap into the collective wisdom of their workforce, enabling cross-functional collaboration and the free flow of ideas.

This not only enhances learning outcomes but also cultivates a sense of ownership and empowerment among employees.

Furthermore, genuine employee engagement is paramount to the success of a Lean Learning strategy .

When employees feel invested in the process, they become active participants in their development, contributing valuable insights and driving meaningful change from within.

Drawing inspiration from lean startup principles, organizations can embrace an iterative, customer-centric approach to learning, continuously refining and adapting their strategies based on real-world feedback and outcomes.

Lean Training and Development

Once a solid lean culture has been established, the next step is to align training and development efforts with the overarching Lean Learning strategy.

This involves implementing lean training programs that not only impart knowledge but also cultivate the skills and mindsets necessary for sustaining a lean transformation.

At the core of this effort lies the development of a comprehensive lean learning strategy that serves as a roadmap for the organization’s learning initiatives.

This strategy should encompass a range of objectives, from process optimization and waste reduction to the continuous refinement of instructional design and delivery methods.

A key aspect of lean training and development is the relentless pursuit of learning cycle time reduction.

By streamlining processes and eliminating non-value-added activities, companies can ensure that employees acquire the knowledge and skills they need in a timely and efficient manner, minimizing disruptions to daily operations and maximizing the impact of learning initiatives.

Measuring Success and Continuous Improvement

Underpinning any successful Lean Learning strategy is a commitment to data-driven decision-making and continuous improvement.

This involves establishing a robust system for measuring success through the use of key performance indicators (KPIs) and other metrics tailored to the organization’s specific objectives.

The concept of kaizen – the Japanese philosophy of continuous, incremental improvement – is fundamental to this process.

By continuously monitoring and analyzing performance data, companies can identify areas for optimization, implement targeted improvements, and refine their strategies based on real-world outcomes.

Additionally, the development of a lean learning maturity model can provide a valuable framework for assessing an organization’s progress along the Lean Learning journey.

This model typically outlines various stages of maturity, from initial awareness and adoption to full-scale integration and institutionalization of lean principles within the learning ecosystem.

By embracing a data-driven, continuous improvement mindset, organizations can ensure that their Lean Learning strategies remain agile, responsive, and aligned with ever-evolving business needs and market dynamics.

Future of Lean Learning

As we look towards the future, it is clear that the principles of lean learning will continue to gain traction across industries and sectors.

In an ever-changing business climate characterized by rapid technological advancements and evolving customer demands, the ability to adapt, innovate, and continuously improve is no longer a luxury; it is a necessity.

By embracing Lean Learning, companies can cultivate a workforce that is agile , engaged, and equipped with the knowledge and skills required to navigate complexity and drive sustainable growth.

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Lean Problem Solving Section 03: Problem Solving Case Study
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LEAN SIX SIGMA in OPERATIONS MANAGEMENT?

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DMAIC
DMAIC is the problem-solving approach that drives Lean Six Sigma. It's a five-phase method—Define, Measure, Analyze, Improve and Control—for improving existing process problems with unknown causes. DMAIC is based on the Scientific Method and it's pronounced "duh-may-ik.". Originally published on August 24th, 2017, this article was ...
A Lean Journey: The Six-Step Problem-Solving Process
Step 1: Identify The Problem. Select the problem to be analyzed. Clearly define the problem and establish aprecise problem statement. Set a measurable goal for the problem solving effort. Establish a process for coordinating with and gaining approval of leadership. Step 2: Analyze The Problem.
How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist
Let's get started. Lean Six Sigma and the role of problem-solving. For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.. It's a customer-focused, 5-step problem ...
What Is Lean Six Sigma? What Are the 5 Phases?
Lean Six Sigma brings together principles from lean manufacturing and Six Sigma. Lean manufacturing is a philosophy that emphasizes the elimination of waste and the improvement of production flow through collaborative team effort. Six Sigma is a data-driven methodology that uses statistical analysis and problem-solving tools to identify and eliminate defects as well as process variations.
Five Phases of Lean Six Sigma: A Complete Guide
Each of the five phases of Six Sigma is data-driven and focuses on standardizing an organization's approach to problem-solving. So, let's dig deeper into the DMAIC phases. ... The final step of the five phases of Lean Six Sigma involves documentation of the solutions created for process owners. This includes actionable steps, timelines, and ...
Guide: Fundamentals of Lean Six Sigma
Daniel Croft. June 20, 2023. Learn Lean Sigma. Guide. Guide: Fundamentals of Lean Six Sigma. Lean Six Sigma is a powerful operational improvement methodology that synergizes the efficiency-focused Lean principles with the quality-centric Six Sigma approach. Originating from the best practices of Japanese manufacturing, particularly Toyota's ...
Lean Six Sigma 101: Continuous Improvement
Systematic and Structured Approach. Lean Six Sigma employs a systematic approach, such as the DMAIC methodology (Define, Measure, Analyze, Improve, and Control), to address issues and roll out improvements. ... The DMAIC process is at the heart of the Lean Six Sigma methodology. It is a five-step sequence that guides teams in problem-solving ...
DMAIC Model
The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found. A note about the structure and the approach used in this article.
What is Lean Six Sigma?
First, Lean Six Sigma is a structured problem-solving process using data that transforms the "lucky guess" problem-solving approach that is often used in organizations today. The structured process guides the team through the steps they should follow, and the reviews ensure that they are not cutting corners.
Guide: Problem Solving
The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let's explore each of these stages in detail. Step 1: Identifying the Problem. This is the foundational step in the problem-solving process.
How to Solve Problems with Lean Six Sigma: A Guide to DMAIC
Learn how to structure and execute your Lean Six Sigma problem-solving process using the DMAIC framework. Discover the tools and techniques to define, measure, analyze, improve, and control any ...
Intro to Lean Six Sigma and Project Identification Methods
The course provides an overview of Lean Six Sigma as a powerful methodology for process improvement, the define, measure, analyze, improve, and control (DMAIC) framework, measurement systems analysis (MSA), and various data collection methods. By the end of this course, you will be able to: -Identify the problem or opportunity to be addressed ...
The Art of Effective Problem Solving: A Step-by-Step Guide
The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.
Lean Problem Solving
The Four Types of Problems. Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause. Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the ...
Problem-Solving and Continuous Improvement
Lean Six Sigma (LSS) problem solving tools - 8D analysis, cause-effect analysis, root cause and corrective action, and others - provide a disciplined approach to solving complex technical problems. Following LSS practices helps teams move methodically from observed symptoms to drill down to the source of problems, in order to implement ...
Lean Six Sigma: Definition, Principles, and Benefits
Lean Six Sigma is a managerial approach that combines Six Sigma methods and tools and the lean manufacturing/lean enterprise philosophy, striving to eliminate waste of physical resources, time ...
Lean Six Sigma Problem Solving and the D.M.A.I.C Methodology
Together, the Lean Six Sigma Problem Solving and the DMAIC Methodology have successfully existed over the last 50 years. It is a proven approach that combines the principles of Lean and Six Sigma to optimize processes, reduce defects, and achieve operational excellence. And, it is critical to note, that the methodology of DMAIC (Define, Measure ...
6.4: Lean Processes
Table 6.4.1: Steps in the Toyota Lean Problem-Solving Process; Step Action; Step 1: Clarify the problem. Step 2: Analyze the problem (genchi genbutsu is the Toyota practice of thoroughly understanding a condition by confirming information or data through personal observation at the source of the condition; the Japanese phrase essentially means "go and see"). 28
A Step-by-Step Guide to A3 Problem Solving Methodology
A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.
PDF 6 Step Problem Solving Using the A3 as a Guide
In the Lean Operating System, we achieve operational excellence by: Defining our standards. Continuously compare our operations against those standards. Engaging in aggressive and rigorous problem-solving when there is any deviation from the standard. Step 1: Identify the Problem. Step 2: Set the Target.
6.4 Lean Processes
The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. ... Table 6.1 The lean problem-solving, step-wise process allows the business to observe, assess, ... and the entrepreneurs recommended using a lean process approach to help the children as quickly as possible.
What is Lean Learning? Tips, Techniques, and Implementation
Lean learning lies in a relentless pursuit of problem-solving, a mindset that empowers organizations to identify and address root causes, rather than merely treating symptoms. One of the most powerful tools in this endeavor is thinking, a structured approach to problem-solving that encourages critical thinking, data-driven decision-making, and ...

Tuesday, May 15, 2012

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What Is Lean Six Sigma?

Why Is Lean Six Sigma Important?

Lean Six Sigma Techniques

Value Stream Mapping

What Are the 5 Phases of Lean Six Sigma?

Statistical Process Control (SPC)

Root Cause Analysis (RCA)

Advantages of Lean Six Sigma

Cost Reduction

Increased Efficiency

Competitive Advantage

Lean Six Sigma Phases

2. Measure

3. Analyze

4. Improve

5. Control

DMAIC in Lean Six Sigma vs. Six Sigma

Lean Six Sigma Belt Levels

White Belt

Yellow Belt

Green Belt

Black Belt

Master Black Belt

Lean Six Sigma vs. Six Sigma

Great Companies Need Great People. That's Where We Come In.

Five Phases of Lean Six Sigma: A Complete Guide

What is the Six Sigma Methodology?

What Is the Difference Between Six Sigma and Lean Six Sigma?

What Are the Benefits of Six Sigma?

Improvements in Quality

Increases in Efficiency

More Efficient Decision Making

Improved Customer or End-User Satisfaction

Cost Savings

Competitive Advantage

Employee Engagement

What is DMAIC?

The Five Phases of Lean Six Sigma

Phase 1: Define

Phase 2: Measure

Phase 3: Analyze

Phase 4: Improve

Phase 5: Control

Challenges with Implementing Six Sigma

Implementing Six Sigma Tools

Organizational Commitment

Fast Track Your Career in Quality Management

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