Six Sigma and Lean: Top Secrets for Success

Six Sigma and lean

The secrets held by Lean and Six Sigma are broad as well as far-reaching and deeply impactful. The Lean Six Sigma strategies connect the customer values with the organizational goals and help in linking them with the process based flows through motivated and trained employees.  This article orients the reader in exploring the secrets of success with Lean and Six Sigma.

1.    Focus over Customer Values

Lean and Six Sigma stresses over the significance of understanding customer needs and what the customer sees as “value”. So, the first step before designing any product or service is to identify the features which delight the customer, differentiates your product from the other products present in the market and in meeting the customer expectations. Better focus on customer values will result in creating better products and improved market share, ultimately resulting in increased loyalty amongst the customers. Deeply understanding the customer perspective helps in reducing anything which does not contribute to the customer value or, waste.

2.    Achieving company Strategic Goals by understanding process mindset

A process can be defined as a sequence of steps with clearly defined inputs such as resources and time, and a defined output. The process details can be viewed at any level, to any level of detail. A well-defined process flow helps in having a fair analysis of the process performance. This analysis helps the top management to prioritize their efforts so as to achieve their pre-defined goals as well as to focus and track all the internal efforts propelled to achieve those goals.

3.    Involvement of employees boost motivation

Involvement of employees is the primary key to the success of any Lean project. The top management should understand that the process flow is not something which can be understood from any remote location rather it should be examined and walked by those who perform these activities daily- the members/employees whose ideas can seriously leave a significant impact. By distributing the responsibilities and inculcating this level of active involvement in the company results in increased productivity and quality, thereby, infusing a companywide motivation where all the members are given equal opportunities to learn, develop and grow while working towards a common goal.

Read Also: Lean Six Sigma: Top Tips Worth Remembering

4.    Picking the right project

This may sound simple, but it’s not!

As per the common scenario, most of the projects are selected on the basis of ease of implementation. But if the project is too ambitious or is strategically not important, it would be very difficult to generate support and the buy-in would be very difficult. This results in almost impossible implementation.

After selecting the project it is very important to define the project, calculate its scope, required time frame and the resources you have.

Make sure that the project has measurable metrics or results after the completion of the project. If the organization is unable to prove the difference between the final product and the original one, then it would be considered as a waste of time. With the changing technological landscape, the organization doesn’t need to have a large infrastructure or go for a massive deployment program. With the coming of SAAS, PAAS and IAAS, the organizations can actually run the projects on their own without buying the expensive infrastructure.

Lack of Lean Six Sigma understanding often results in setting unrealistic time-frames and expectations. But leaving everything over a Lean Six Sigma Green Belt professional would not work. The success of any Lean Six Sigma project is possible only when the team gets the support and required influence from the top management.

Adopting Lean and Six Sigma strategies do require emphatic commitment from the organization’s top management along with expert guidance regarding project initiation and execution from certified Lean Six Sigma Green Belt and Black Belt professionals.

 

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