order_212815123(6)(1).docx - Running head LEAN SIX SIGMA AND LEAN SIX SIGMA The Difference between Lean Six Sigma and Lean Six Sigma Projects Student's

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Running head: LEAN, SIX SIGMA, AND LEAN SIX SIGMA 1 The Difference between Lean, Six Sigma, and Lean Six Sigma Projects Student's Name Institutional Affiliation
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LEAN, SIX SIGMA, AND LEAN SIX SIGMA 2 The Difference between Lean, Six Sigma, and Lean Six Sigma Projects Introduction Lean, Six Sigma, and Lean Six Sigma are strategic tools for fostering improvement in cost efficiency, quality, and time, when properly utilized. In its part, Six Sigma adopts a problem- solving approach, which uses statistical metrics to ensure reduction in process fluctuations while improving output. Lean, on the other hand, focuses on the elimination of wastages while improving organizational workflow. Lastly, Lean Six Sigma uses an approach that combines various strategies to ensure continuous improvement ( Nabhani & Shokri, 2009; Snee, 2010) . Lean Six Sigma is a business strategy that has contributed significantly to the success of some manufacturing industries such as Motorola, Toyota, and General Electric ( Assarlind, Gremyr, & Bäckman, 2012) . It is important to note that implementing the strategies separately attracts limitations that may derail or affect in-house process and functions. In fact, Six Sigma strategies are good for eliminating defects; however, it does not cater or facilitate the optimization of the process flow. The use of Lean strategy means that an organization rules out the utilization of advanced statistical metrics that are necessary for the compression and estimation of processes to ensure they become ‘lean’ to enhance a successful flow. Therefore, these strategies are usually the opposite of each other and cannot be separated for a successful output. In essence, using all these strategies at the same time is a strategic approach as problems can be detected and rectified at an early stage. For instance, if an organization wishes to attain zero inventory, it needs to reduce its batch sizes through linking different Lean practices and use the Six Sigma tools to minimize process fluctuation ( Snee, 2010) . Background
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LEAN, SIX SIGMA, AND LEAN SIX SIGMA 3 Lean thinking is a concept that was developed by Toyota Production System to aid in determining the value of processes by eliminating wastage and improving the operational base of an organization (Womack & Jones, 2013) . The lean strategy provides an approach of providing services and products at a lower cost. The commitment to foster and adhere to Lean thinking should start from the top management to the lowest levels of an organization to facilitate the efficiency and flow of processes. In addition, the tools and techniques employed by Lean strategy help in reducing lead times, set up times, scrap, inventories, equipment downtime, and other kinds of wastes ( Nabhani & Shokri, 2009) . On the other hand, the Motorola has established the Six Sigma approach. The strategy’s main goal is to eliminate factors that lead to defects and challenges experienced in business processes. This is done by focusing on factors that are pleasing or attractive to the eyes of the client. According to Antony (2011)
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