Lean Six Sigma is a relatively new quality improvement methodology resulting from the combination of the individual Lean and Six Sigma methodologies. It started in the late 1990s when both AlliedSignal and Maytag began cross-training employees in the two frameworks and combined aspects of each.
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Lean focuses on eliminating waste from processes and increasing process speed by focusing on what customers actually consider quality, and working back from that.
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Six Sigma aims to eliminate process variation and make process improvements based on the customer definition of quality, and by measuring process performance and process change effects.
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Value Stream Mapping involves clarifying the customer base, listing the process steps, establishing which steps are value-add, and reworking the process so the value-add steps flow without interruption.
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The main Six Sigma technique is the 5-step DMAIC process: Define the problem, Measure the current situation, Analyze for root cause, Improve the process effectively, and Control the process to maintain the gain.
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In some companies, different groups of employees receive training in Lean and Six Sigma methods, and are called upon to conduct separate projects based on business need.
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A focus on Lean occurs when short-term gains are desired and business leaders believe that a value stream map will reveal appropriate solutions; Six Sigma is preferred when the problem is not obvious, and/or when a longer time frame is required.
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