It is rare to add Six Sigma principles to a Lean-oriented company, at least if the Lean methods have been successful. Blending the Methodologies: Making Six Sigma "Leaner" That puts the onus for deciding the methodology into one place, and ensures that all candidate projects are evaluated for their potential gains. The company could, however, consolidate the decision-making process into one department. The department manager might propose a project to one group or the other, based on that manager's understanding of which is more suitable. If the company has separate "centres of excellence" for Six Sigma and Lean practitioners, projects might be selected separately also. It may already be obvious that a process has significant waste, or that a "finished goods" warehouse is bulging with inventory. Other projects could fit better with Lean techniques. The article, " Choose a Six Sigma Project", shows how to compare projects in order to determine which is the best match for the Six Sigma methodology. "Simply"…and that is a loaded word…use the approach most suited to the problem at hand. The most obvious approach is to avoid blending these methodologies. Also, the "Lean" project gives more autonomy to workers, at least to make suggestions for improvements. A "Lean" project seems to assume the analysis is complete, since it does not explain how to minimize or maximize.
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