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Introduction
Two currently “hot” process improvement approaches are six sigma and lean
enterprise theory. The two are related, but distinct. Six sigma focuses on the reduction
and removal of variation by the application of an extensive set of statistical tools and
supporting software, whilst lean thinking focuses on the reduction and removal of
waste by process and value analysis. Both methods have origins in aspects of Japanese
improvement practise, but have been to a large extend molded in North America.
An area of overlap in Poka Yoke/mistake proofing since human errors cause both
unwanted variation and waste. Lean manufacturing, now extended to lean service
originated in Japan in Toyota. In contrast, six sigma is an America packaging of a
statistical approach widely used in Japanese industry.
There have been attempts to combine the two methodologies under titles such
as “Lean Six Sigma” or “Lean Sigma”. Often, this alleged combination is no more
than a “philosophical” or near-religious argument about professed compatibility of
approaches. In reality these are practical examples of incompatibility and even The TQM Magazine
Vol. 18 No. 3, 2006
conflicts between the approaches that have lead to suboptimal processes and process pp. 255-262
improvement programmes. To what extent then are the two approaches compatible q Emerald Group Publishing Limited
0954-478X
and how can they be effectively combined in one system? DOI 10.1108/09544780610659989
TQM This paper reviews the origins and nature of the six sigma and lean approaches to
18,3 process improvement, identifying their individual and joint strengths and limitations.
A comparison is made of the two approaches and of the argument for and against
combination discussed. The basis for compatibility is assessed and holistic approach
to combination into a six sigma – lean methodology is proposed.
Basic Business
Process
Improvement
(e.g. Process Mapping)
Figure 1.
A holistic model for
business process
improvement
ISO9001: 2000
Six sigma and
the lean
organisations
People Issue?
Figure 2.
Typical “Six
Sigma – Lean”
Investors in People organisational route map
References
Bendell, T. (2000), “What is six sigma?”, Quality World, January, pp. 14-17.
Bendell, T. (2002a), “Experience of six sigma in Europe: is European six sigma different?”,
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Bendell, T. (2002b), “Policy deployment and six sigma”, Proceedings of MAAOE
3rd International Research Conference on Organisational Excellence, University of
Paisley, Scotland, 11-13 September.
Bendell, T. and Corke, N. (2001), “Using your brain”, Quality World, January, pp. 28-30.
Bendell, T. and Marra, T. (2002), “Six sigma analysed”, Quality World, April, pp. 16-18.
Breyfogle, F.W. III (1999), Implementing Six Sigma: Smarter Solutions Using Statistical Methods,
Wiley-Interscience, New York, NY.
Harry, M. and Schroeder, R. (2000), Six Sigma: The Breakthrough Management Strategy
Revolutionising the World’s Top Corporations, Century Double Day, New York, NY.
Womack, J.P. and Jones, D.T. (1996), Lean Thinking, Simon and Schuster, New York, NY.
Womack, J.P., Jones, D.T. and Roos, D. (1990), The Machine that Changed the World, Rawson
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