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A Laboratory Cage Match:
Six Sigma vs Lean
Which method packs the biggest punch?
Sue Kozlowski, MSA, MT(ASCP)SBB, DLM,
Certified Six Sigma Black Belt (ASQ)
Objectives
At the end of the presentation, participants will be able to:
• Describe Six Sigma and its three key deliverables
• Discuss the lean approach, and its three key deliverables
Cage Match: Six Sigma vs Lean
deliverables
• Compare and contrast the three major elements of each philosophy
• Evaluate which method will be most effective in a particular work environment
Agenda
• Six Sigma Overview
• Lean Overview
• Six Sigma vs Lean – Strengths Comparison
• What to Use When
Cage Match: Six Sigma vs Lean
• What to Use When
• For More Information
• Q&A
Polling Question – In Your Lab…
• Experience in Lean or Six Sigma?
1. Neither
2. Beginning Lean or Six Sigma
3. Experienced Lean
Cage Match: Six Sigma vs Lean
3. Experienced Lean
4. Experienced in Six Sigma
5. Experienced Lean Six Sigma
Polling Question - Skills
• Experience Level – Six Sigma
1. No experience in either
2. Novice – White Belt
3. Experienced or Certified – Lean Facilitator,
Cage Match: Six Sigma vs Lean
3. Experienced or Certified – Lean Facilitator, Green Belt
4. Experienced or Certified – Lean Leader, Black Belt
5. Experienced or Certified – Sensei, Master Black Belt
Six Sigma Methodology
�Project Protocol
� Define
�Measure
� Analyze
Cage Match: Six Sigma vs Lean
� Improve
� Control
�Teams
� Facilitator: Green Belt, Black Belt
� Leadership: Process Owner, Champion
Six Sigma Approach
�Define the Problem
�Measure the Current State
�Identify the Customer Specifications / Tolerances
�Identify the Key Factors that lead to variation
Cage Match: Six Sigma vs Lean
�Identify the Key Factors that lead to variation
�Solve for the most significant Factors
�Design of Experiments to test solutions
�Measure the Improved State
�Develop a Control Plan
Six Sigma Terms
�Critical to Quality (CTQ)
�Voice of the Customer (VOC)
�SIPOC (Suppliers, Inputs, Process, Outcomes,
Customers)
Cage Match: Six Sigma vs Lean
Customers)
�Measurement System Analysis (MSA)
�Key Factors
�Statistical Analysis (t-test, ANOVA, Chi square,
Mood’s Median, Analysis of Variance)
�Failure Modes Effect Analysis (FMEA)
Six Sigma – Three Key Deliverables
�Meet customer specifications
�Reduce the variation
�Minimize defects – not only 1% defects (4
sigma) or even 0.01% (5 Sigma) – but 99.9997%
Cage Match: Six Sigma vs Lean
sigma) or even 0.01% (5 Sigma) – but 99.9997%
(6 Sigma, or 3.4 defects per 1 million
opportunities)
Six Sigma - Strengths
�Customer-focused
�Rigorous statistical analysis
�Solve for Key Factors only
�Process control methods
Cage Match: Six Sigma vs Lean
�Process control methods
�Control Plan to prevent relapse
Six Sigma - Weaknesses
�Some customers don’t have clear specifications
�Can be seen as not innovative
�Statistical analysis is difficult if the process is not
“in control”
Cage Match: Six Sigma vs Lean
“in control”
� Process not stable
� Process outcome not normally distributed
�Difficult to use when outcomes are subjective
�Needs statistical expertise
�Takes a LONG time (3 – 12 months for a team)
Polling Question – SS Accomplishments
• Experience with Six Sigma
1. N/A – not using SS
2. Just starting – too soon for achievement
3. Positive experience, for where we are
Cage Match: Six Sigma vs Lean
3. Positive experience, for where we are
4. Negative experience, for where we are
5. Huge positive impact
Polling Question – If negative
• Why negative?
1. Lack of leadership commitment
2. Poor training experience
3. Needed more “hand-holding” to start out
Cage Match: Six Sigma vs Lean
3. Needed more “hand-holding” to start out
4. Didn’t develop infrastructure (project
documentation, pipeline, integration into
performance evals)
5. Other
Polling Question – If positive
• What made the biggest difference?
1. Leadership commitment
2. Training experience
3. “Hand-holding” to start out & gain confidence
Cage Match: Six Sigma vs Lean
3. “Hand-holding” to start out & gain confidence
4. Infrastructure (project documentation, pipeline,
integration into performance evals)
5. Other
Polling Question – Where are you now?
• What’s Your Status?
1. Thinking about starting SS
2. Beginning the journey
3. Moving forward
Cage Match: Six Sigma vs Lean
3. Moving forward
4. Still trying but stalled
5. Tried it but gave up
Lean Methodology
�Project Protocol
� Plan
� Do
� Check
Cage Match: Six Sigma vs Lean
� Act / Adjust
�Teams
� Facilitator: Lean Leader / Facilitator / Coach
� Leadership: Team Leader, Champion
Lean Approach
�Define the Problem
�Understand the Current State
� Process flow, data
�Analyze the root cause of problems
Cage Match: Six Sigma vs Lean
�Analyze the root cause of problems
�Develop countermeasures
�“Try-Storm” or pilot small tests of change
�Evaluate success
�Repeat
Lean Terms
�5S (or 6S): Sort Out, Set-in-order, Shine,
Standardize, Sustain (Safety)
�Value and Waste – Value Stream Map (VSM)
�One-Piece Flow
Cage Match: Six Sigma vs Lean
�One-Piece Flow
�Level-Loading or Line Balancing
�Visual Signals
�Error-proofing
�“See and Solve”
Six Sigma – Key Deliverables
�Reduce waste / effort in the process, to provide
most value to customer
�Reduce cost / expense in the process, a
reflection of waste reduction
Cage Match: Six Sigma vs Lean
�Produce continuous, even flow to the customer,
ON DEMAND, maximizing value-added effort
and content
Lean - Strengths
�Easy to understand – “common sense”
�Incremental movement forward
�Build on easy / quick wins
�Very visual - engaging
Cage Match: Six Sigma vs Lean
�Very visual - engaging
�Easy to build team enthusiasm
Lean - Weaknesses
�“Value” can be a relative term
�May not mesh with corporate culture, if “top-
down”
�Feels “fuzzy” if not properly focused
Cage Match: Six Sigma vs Lean
�Feels “fuzzy” if not properly focused
�Easy to go down the wrong path
�If environment is not changed, it’s easy to slip
backwards
�Can be misunderstood to “not need data”
Polling Question – Lean Accomplishments
• Experience with Lean
1. N/A – not using Lean
2. Just starting – too soon for achievement
3. Positive experience, for where we are
Cage Match: Six Sigma vs Lean
3. Positive experience, for where we are
4. Negative experience, for where we are
5. Huge positive impact
Polling Question – If negative
• Why negative?
1. Lack of leadership commitment
2. Poor training experience
3. Needed more “hand-holding” to start out
Cage Match: Six Sigma vs Lean
3. Needed more “hand-holding” to start out
4. Didn’t develop infrastructure (project
documentation, pipeline, integration into
performance evals)
5. Other
Polling Question – If positive
• What made the biggest difference?
1. Leadership commitment
2. Training experience
3. “Hand-holding” to start out & gain confidence
Cage Match: Six Sigma vs Lean
3. “Hand-holding” to start out & gain confidence
4. Infrastructure (project documentation, pipeline,
integration into performance evals)
5. Other
Polling Question – Where are you now?
• What’s Your Status?
1. Thinking about starting Lean
2. Beginning the journey
3. Moving forward
Cage Match: Six Sigma vs Lean
3. Moving forward
4. Still trying but stalled
5. Tried it but gave up
Six Sigma vs Lean
� Focus on customer
� Big on statistical analysis
� Best with a process that is
already repetitive, reliable
� Small, long-term teams
• Focus on customer
• Big on visual process flow
• Works with processes that
are chaotic or streamlined
• Problem-solving employees
Cage Match: Six Sigma vs Lean
� Small, long-term teams
�Major impact on
decreasing variation
� Needs a statistical process
expert & problem-solving
team
• Problem-solving employees
• Incremental, but cumulative,
improvement in process flow
• Needs people who can “see”
waste and work together to
remove it
Polling Question – What do you need?
• What’s your overall situation?
1. Chaotic – don’t know if we’re meeting target
2. Semi-chaotic – meeting some targets
3. Somewhat stable – meeting most targets
Cage Match: Six Sigma vs Lean
3. Somewhat stable – meeting most targets
4. Pockets that are stable and in control (± 3 SD –
reliably meeting customer expectations)
5. Majority of processes are stable and within
control limits (reliable)
Polling Question – What do you need?
• What do you need?
1. Lean, to stabilize the process
2. Lean in some areas, Six Sigma in others
3. Six Sigma, to reduce variation
Cage Match: Six Sigma vs Lean
3. Six Sigma, to reduce variation
4. A combination of Lean Six Sigma
5. Neither of these will help me in my current
situation
The Benefits
• Operational improvement - dashboard results
• Develop / free up capacity
• Avoid lay-offs (reduce by attrition /
redeployment / changing vacant positions)
Cage Match: Six Sigma vs Lean
redeployment / changing vacant positions)
• Leadership development - succession
planning
• Improve customer satisfaction
• Improve employee engagement
The Costs
• Leadership effort and engagement
– Not just a hobby for others
• Employee time
• Training & consulting expense
Cage Match: Six Sigma vs Lean
• Training & consulting expense
• HR effort – performance evals, integrating
training
• Tracking / monitoring system (people +
computers)
Deployment Models
• Toe in the door
– Small group, small project “proof of concept”
– “DIY” concept
– May not be enough to see impact
Cage Match: Six Sigma vs Lean
– May not be enough to see impact
• Trial or pilot
– Small group(s), trained facilitator, medium project
– May or may not “get lucky”
Deployment Models, cont.
• One Lucky Department
– Leadership on board, departmental training
– Initial mentored / coached project
– Will soon need to involve stakeholder
Cage Match: Six Sigma vs Lean
– Will soon need to involve stakeholder
departments (good!)
• Big Bang
– Immersion technique
– Big start-up effort
Are You Ready?
• Leadership Elements for Success
A. > 90% executives committed to Process
Improvement & willing to pay for the investment
B. Understanding that it’s a journey – might not
Cage Match: Six Sigma vs Lean
B. Understanding that it’s a journey – might not
see “WOW” results for 6 – 12 months
C. Ability to free up PI Leaders for extensive
training (20 – 60 hrs)
D. Ability to develop infrastructure – dashboard,
report-out / sharing events, HR integration
Are You Ready? – cont.
• Participant Elements for Success
A. Process Owners can be identified
B. Team members can attend (5–10 per team)
C. Coaching is available to give confidence
Cage Match: Six Sigma vs Lean
C. Coaching is available to give confidence
D. Tangible results (dashboard, environmental
change, new forms or processes), and
intangible results (morale, satisfaction)
monitored with dashboard outcomes AND
SHARED
Polling Question: Lean vs Six Sigma?
• Who “wins?”
1. Lean is all you need
2. Six Sigma is the 800 Pound Gorilla
3. It’s a draw – I need a combination of Lean
Cage Match: Six Sigma vs Lean
3. It’s a draw – I need a combination of Lean
process flow & Six Sigma reduced variation
4. Neither of these are what I need
5. Don’t know – no opinion
Objectives
At the end of the presentation, participants will
be able to:
• Describe Six Sigma and its three key deliverables
• Discuss the lean approach, and its three key
Cage Match: Six Sigma vs Lean
• Discuss the lean approach, and its three key
deliverables
• Compare and contrast the three major elements of
each philosophy
• Evaluate which method will be most effective in a
particular work environment
References
• iSixSigma.com
• Lean Enterprise Institute web site: www.lean.org
• Lean for Hospitals, by Mark Graban (lots of lab
examples!)
Cage Match: Six Sigma vs Lean
examples!)
• Lean Six Sigma; and Lean Six Sigma for Service,
by Michael L. George
• Getting the Right Things Done, by Pascal and
Womack
• Managing to Learn, by John Shook