The integration of lean management and Six Sigma

TLDR

The paper aims to clarify misconceptions about Six Sigma and lean management by describing each system’s key concepts and proposing concepts and methods for a lean, Six Sigma organization. The authors conduct a comparative literature study, critically analyzing how lean organizations benefit from Six Sigma and vice versa. The integrated LSS approach overcomes the limitations of implementing either program alone, capitalizes on their strengths, and yields improvements as shown in the figures.

Abstract

Purpose To eliminate many misconceptions regarding Six Sigma and lean management by describing each system and the key concepts and techniques that underlie their implementation. This discussion is followed by a description of what lean organizations can gain from Six Sigma and what Six Sigma organizations can gain from lean management. Design/methodology/approach Comparative study of Six Sigma and lean management using available literature, critical analysis, and knowledge and professional experience of the authors. Findings The joint implementation of the programs will result in a lean, Six Sigma (LSS) organization, overcoming the limitations of each program when implemented in isolation. A thorough analysis of the two programs provides some likely reasons why the programs alone may fail to achieve absolute perfection. Practical implications A lean, Six Sigma (LSS) organization would capitalize on the strengths of both lean management and Six Sigma. An LSS organization would include three primary tenets of lean management, and the LSS organization would include three primary tenets of Six Sigma. Originality/value Suggestions are made regarding concepts and methods that would constitute a lean, Six Sigma organization. Figures summarize the nature of improvements that may occur in organizations that practice lean management or Six Sigma, and the corresponding improvements that an integrated program could offer.