Therefore, Six Sigma needs to be introduced during the first year of the deployment to ensure that the improvement roadmap includes a generic problem-solving approach. However, Lean principles are oftentimes inadequate to solve some of the more complicated problems that require advanced analysis. For example, Lean suggests a technique to analyze and reduce changeover time that does not require sophisticated analysis and tools. Lean emphasizes broad principles coupled with practical recommendations to achieve improvements.An integrated approach should emphasize Lean projects during the initial phase of the deployment to increase momentum. Lean projects are very tangible, visible, and can oftentimes be completed within a few days (whereas Six Sigma projects typically require a few months). An integrated improvement strategy has to take into consideration the differences and use them effectively: Mostly ad hoc, no or little formal trainingĭedicated resources, broad-based trainingĭeveloping an integrated improvement program that incorporates both Lean and Six Sigma tools requires more than including a few Lean principles in a Six Sigma curriculum or training Lean Experts as Black Belts. Teaching a generic problem-solving approach relying on statistics Teaching principles and “cookbook style” implementation based on best practice Improve process capability and eliminate variation However, the differences between the Six Sigma and Lean are profound. Therefore, many firms are looking for an approach that allows to combines both methodologies into an integrated system or improvement roadmap. For example, inventory reduction not only requires reducing batch sizes and linking operations by using Lean, but also minimizing process variation by utilizing Six Sigma tools. And while each approach can result in dramatic improvement, utilizing both methods simultaneously holds the promise of being able to address all types of process problems with the most appropriate toolkit. Therefore, most practitioners consider these two methods as complementing each other. However, using either one of them alone has limitations: Six Sigma will eliminate defects but it will not address the question of how to optimize process flow and the Lean principles exclude the advanced statistical tools often required to achieve the process capabilities needed to be truly ‘lean’. As a result, most companies have either a Lean or Six Sigma program in place. The impressive results companies such as Toyota, General Electric, Motorola, and many others have accomplished using either one of them have inspired many other firms to follow their example. Whereas Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is primarily concerned with eliminating waste and improving flow by following the Lean principles and a defined approach to implement each of these principles. Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance.
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