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Lean Six Sigma is a method that relies on a collaborative team effort to improve performance by systematically removing waste and reducing variation. It combines lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (Muda): Defects, Over-Production, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion, and Extra-Processing.
Lean Six Sigma not only reduces process defects and waste but also provides a framework for overall organizational culture change. By introducing Lean Six Sigma, the mindset of employees and managers change to one that focuses on growth and continuous improvement through process optimization. This change in culture and the mindset of an organization maximizes efficiency and increases profitability.
In order to successfully implement Lean Six Sigma, a combination of tools from both lean manufacturing and Six Sigma must be used. Some of these tools include kaizen, value-stream mapping, line balancing, and visual management.
Six Sigma is a synergized managerial concept of Lean and Six Sigma. Lean traditionally focuses on the elimination of the eight kinds of waste/Muda classified as defects, over-production, waiting, non-utilized talent, transportation, inventory, motion, and extra-processing. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in (manufacturing and business) processes. Together, Lean aims to achieve continuous flow by tightening the linkages between process steps while Six Sigma focuses on reducing process variation (in all its forms) for the process steps thereby enabling a tightening of those linkages. In short, Lean exposes sources of process variation and Six Sigma aims to reduce that variation enabling a virtuous cycle of iterative improvements towards the goal of continuous flow.
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