Why is Lean Six Sigma so valuable for your company!

Now you will say Six Sigma is old hat. The concept for automobile production was developed as early as the 1980s and was then used with great success at Motorola and General Electric. Nevertheless, Six Sigma is being used more and more often in connection with the terms disruption, change management, digitization and continuous improvement.

Today Six Sigma is often used in combination with the lean concept – this is also called lean six Sigma. Both concepts focus on comprehensive customer orientation and follow the premise: What is the customer willing to pay for?

Processes are designed in such a way that Muda’s (waste) are minimized, errors in the value chain are avoided and the speed (lead time) is increased. As a result, improved customer satisfaction can be attested. Service companies have long discovered Lean Six Sigma for themselves and adapted their entire organization accordingly. This also makes sense, since the speed of innovation will force a project-oriented way of working in the future. Companies that have learned to adapt quickly to changes will benefit in a special way.

That is why we pursue two thrusts in our company:

  1. The change in the organization of our customers from functional to project-oriented. I.e. implement consistent education and training of the workforce at all levels and a corresponding mindset. Support for self-directed improvement projects, instructions for responsible change and manifestation of sustainability in the CIP.
  2. In customer projects, we use tools of the Lean Six Sigma if possible. For our customers, this means projects with a duration of max. 6 months and demonstrable savings larger than the project budget. In addition, our projects follow the DMAIC cycle and require approval by the customer after each subproject completion. This way projects remain manageable, have a fixed budget and a fixed schedule.

However, it must also be clearly stated that not all projects with the Lean Six Sigma method can be carried out. One criterion is, for example, that processes must already exist and thus new construction projects or software developments are still part of classic project management. also of agile project management.

As with any craft, customer satisfaction and execution depend on the tools used and the experience of the craftsman. It is the same in project management. Therefore, rely on experienced project managers and have the project procedure explained.

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