Lean Six Sigma is all about process optimization. The concept was once two, Lean and Six Sigma. The lean method is developed by Toyota and has impressed many companies all over the world for its successful and efficient processes. A central concept in the lean method is waste and how to eliminate it in your processes. But what makes it so successful at Toyota and difficult to copy for others is the Lean culture. To eliminate waste also means to bring and use the best of your employees. Those working in the process are key to make constant improvements and this means that employees takes responsibility to seek improvements. Management is a lot about being present at the ‘floor’ – and not in the office – to facilitate these constant improvements in the processes together with the employees. Six Sigma it most known to originate from Motorola and later on known to be used by Jack Welch in creating General Electric’s huge success. It is also about Process Optimization. One of the most central concepts in Six Sigma is to use data in evaluation of your processes. The data analysis enables you to actually see whether your change created an improvement or not. The method is very logical and rational and its strength is its tool box for making analysis of processes. The tool box consists of both process and data tools. The two methods support each other very well. Normally when you what quick and efficient results you would start with lean and later on move to also use the more heavy Six Sigma tools in your process improvement Work.
Litteratur for inspiration
George, Michael L. (2003): Lean Six Sigma For Service: How to Use Lean Speed & Six Sigma Quality to Improve Services and Transactions. New York: McGraw-Hill
Liker, Jeffrey. (2004): The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill.
Welch, Jack. (2007): Succes. (3. Udgave). København, Danmark: Jyllands-Postens Forlag.
Yang, Kai. (2005): Design for Six Sigma for Service: Six SIGMA Operational Methods. New York: McGraw-Hill.
Yang, Kai. (2008): Voice of the Customer: Capture and Analysis: Six SIGMA Operational Methods. New York: McGraw-Hill.
Brook, Quentin. (2010): Lean Six Sigma and Minitab: The Complete Toolbox Guide for All Lean Six Sigma Practitioners. (3rd ed.). By: OPEX Resources Ltd.
Ficalora, Joseph P., Cohen, Ficalora (2009): Quality Function Deployment and Six Sigma: A QFD Handbook (Addison Wesley Engineering). Indiana, USA: Prentice Hall
George, Michael L. Maxey, John, Rowlands, David T. Upton, Malcolm. (2005): The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 70 Tools for Improving Quality and Speed. New York: McGraw-Hill.
Ginn, Dana. Streibel, Barbara. Varner, Evelyn. (2004): The Design for Six SIGMA Memory Jogger. Salem, USA: Goal/QPC.
Hayler, Rowland. Nichols, Michael. (2007): Six Sigma for Financial Services: How Leading Companies Are Driving Results Using Lean, Six Sigma, and Process Management. New York: McGraw-Hill.
Kiemele, Mark J. Schmidt, Stephen R. Berdine, Ronald J. (2000): Basic Statistics: Tools for Continuous Improvement (4. Ed.). Colorado Springs, Colorado: Air Academy Press.
Kubiak, T. M., Benbow, Donald W. (2009): The Certified Six Sigma Black Belt Handbook (2. ed.). Milwaukee, USA: American Society for Quality Press
Picard, Daniel. (Ed.). (2002): The Black Belt Memory Jogger: A Pocket Guide for Six Sigma Success. Salem, USA: Goal/QPC.
Sleeper, Andrew. (2006): Design for six sigma statistics, 59 Tools for Diagnosing and Solving Problems in DFSS Initiatives. New York: McGraw-Hill.