Lean Six Sigma in 5 Simple Steps

We are witnessing dramatic and rapid change in the workforce. These changes can be summarized as Industry 4.0: The Fourth Industrial Revolution. Through modern smart technology, such as artificial intelligence (AI), we are experiencing the automation of traditional manufacturing and industrial practices.

In order to survive and thrive through these massive shifts, we need to change the way we operate; to upgrade the ways we manage our organizations. This is where Lean Six Sigma (LSS) can help!

Lean Six Sigma is a proven strategic tool that helps achieve business excellence, engage teams, and support alignment between three core values: purpose, process, and people. In a nutshell, LSS is a team-focused managerial approach that improves performance and brings meaningful change to an organization.

As a Lean Six Sigma Sensei Master Black Belt, who has dedicated much of my career to implementing and teaching LSS strategies, what I find really inspiring about LSS is that while it’s a highly cultivated skill that one develops through education and practice, its core principles and ideas are relevant and achievable for any leader looking to improve processes in their organization.

LSS has five phases that you need to examine and implement to achieve success: define, measure, improve, analyse, and control. In my opinion, as we adapt to the workplace changes brought on by the pandemic and Industry 4.0, we need to upgrade and digitize our problem-solving and management tool kits. We also need to assess problems with digital empathy, meaning we use and structure digital media in a way that is compassionate.

By exploring simple but important questions at each phase of LSS, we can generate meaningful insights, and implement changes that will help our teams function at a higher, happier level. Here’s a simplified example of how LSS could help you break down and address the common workplace problem of worker burnout or apathy while working remotely.

Problem: “My employees seem tired and disengaged after working remotely throughout COVID-19 for over a year. I suspect productivity is suffering.”

1. Define

Start by clearly defining the problem.

Key questions to consider:

• What is your intention in solving this issue?
• What are your team needs in this online environment?
• What is your team feeling? Are they experiencing stress, fear, or anxiety?
• How do these feelings affect your team’s productivity?
• Have you tried getting back to basics, and engaging in activities that help you uncover what really motivates your team?
• Have you clearly defined the roles and expectations for your team?
• “So what”; why is this business challenge an opportunity for value creation ?
  
   

2. Measure

Quantify the problem (using quantitative or qualitative data/information).

 Key questions to consider:

• Have you engaged your staff, and asked for their input/opinions/concerns (using surveys, discussions, or Zoom/Microsoft Teams tools)?
• Are you using digital collaboration tools to facilitate workflow? If so, what data do they provide that helps illuminate the problem (for example, are projects or ideas stalling at a certain stage? Are specific employees getting stuck on certain items?)
• How exactly is productivity being affected?
• How are you measuring workplace attitudes, culture, and creativity?
• How will you measure the efficiency, and more importantly, the effectiveness of your organization?

3. Analyze

What’s causing the problem? Brainstorm and use data analytics to identify and prioritize possible root causes.

Key questions to consider:

• Are all your team members fully trained to be able to participate and collaborate in an online environment? Was enough time and energy given to the training process?
• Have you done a mind mapping exercise (explore Google, Get Mind, Canva, or InfoRapid Knowledgebase Builder as possible tool options) to visually represent the problems and possible causes?
• What does your data analysis tell you about key drivers?
• What are the process parameters that you need to control in order to achieve your desired results?
• Are mental health and professional development resources easily available for your team?

4. Improve

Generate, select, and test solutions.

Key questions to consider:

• Who is involved in the selection of a solution? Are you considering the ideas and opinions of a broad range of stakeholders?
• What are your selection criteria?
• What is the significance of each selection criteria?
• Are solutions equitable and inclusive? Do they honour diversity?
• Have you piloted the solutions? Try them on yourself first. Would that solution work on you?

5. Control

Implement, monitor, and maintain your solution.

Key questions to consider:

• Have you established process control tools that will ensure sustainability of achieved results?
• Have you incorporated Industry 4.0 tools to ensure the success of your solution (i.e. digital workflows, document management, or project management tools)?
• Is this an opportunity to introduce new business intelligence and/or analytic tools?
• How can you use this solution to eliminate manual and repetitive tasks in other processes?
• How and when will you assess the success of your solution?
• How can you leverage lessons learned to other areas of the organization?

This example may seem simple, but it illustrates how utilizing the LSS phases, and asking the right questions, can support business excellence. LSS is a journey not a destination. It requires continuous learning and the courage to ask big questions.

Dr. Michael Mladjenovic is the Lead Lean Six Sigma Program Instructor and he has been teaching the LSS program for the last 10 years at U of T SCS. His professional experience includes senior leadership positions in manufacturing, engineering, continuous improvement, and quality assurance. Dr. Mladjenovic received Six Sigma training and certification while participating in General Electric Six Sigma deployment in 1995. During his work in automotive, food, electronic, and health sectors, Dr. Mladjenovic has led a number of initiatives related to development and implementation of the Enterprise Quality and Business systems. He has conducted trainings and workshops on Lean Six Sigma, Design for Six Sigma, Business Process management, Project Management, Value Engineering, Lean Manufacturing, Theory of Constrains, and TRIZ.  Dr. Mladjenovic is an ASQ Certified Quality Auditor, Reliability and Quality Engineer, Registered Professional Engineer, and holds a B.S., Master's, and Doctor's Degree in Mechanical Engineering and Business.  He teaches Lean Six Sigma certificates at SCS, including Green Belt, Black Belt, and Master Black Belt.