Lean and Six Sigma are both proven performance improvement approaches that have been successfully deployed in many organisations. Lean is based on Toyota’s production system and Six Sigma was developed by Motorola. Whilst both methodologies originated in manufacturing they have been shown by many successful implementations to be equally applicable in service activities and organisations.
Lean and Six Sigma can be deployed independently but many organisations have now recognised the added leverage gained by deploying Lean Six Sigma, see below for some practitioners. These organisations will use different approaches and tools depending on the situation:
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Kaizan Events are short (1 or 2 weeks) fulltime, intense projects that are focused on the low hanging fruit and reducing the hassle factor in a specific (small) area of the organisation. |
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Lean Projects will take 1 to 4 months part-time and are focused on increasing customer value-add by reducing waste, cycle-time, work-in-process, inventory and improving process flow. |
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Six Sigma projects determine the root cause of a process problems, reduce the variability, reduce the defects/failures to stabilise and improve process capability; these projects will typically take 4 to 6 months on a part-time basis. |
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A few of the practitioners in addition to Motorola, Toyota and General Electric:
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Amazon |
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LloydsTSB |
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Johnson & Johnson |
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Stanford Hospital |
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Siemens |
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Bank One |
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Philips Electronics |
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KLM |
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Starwood Hotels |
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Vodafone |
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