Paradigm Shift:Creating a Continuous Improvement Culture
Paradigm Shift:
Creating a Continuous Improvement Culture
David Smothers
Management 510
Dr. Ingram
January 5, 2011
Paradigm Shift:
Creating a Continuous Improvement Culture
Successful Lean Six Sigma (LSS) deployments rely on the ability of a deployment to effectively apply Six Sigma DMAIC methodologies with the ability to concurrently apply Lean tools in order to drive Continuous Improvement into the culture of the business. Designing a Lean Six Sigma deployment to be an integrated model ties together the Six Sigma well structured approach with the Lean approach of matching quantity and quality to satisfy customers. Various companies have begun implementing a top down deployment that was primarily focused on driving continuous improvement through the DMAIC approach. Companies that want to achieve a new level of improvement have actively moved to a Lean Six Sigma model that relies upon well trained operators and managers who are leaders in their own business unit to drive improvement from the bottom up. There have been other companies that have followed this type of LSS continuous improvement (CI) model as it drives a culture of CI rather than piling on initiatives from the top down. This approach also overcomes common stumbling blocks that exist in many CI deployments. It also drives empowerment and job satisfaction in many organizations. Aligning grass roots efforts from line personnel to high level business goals also creates cohesion from the line level to the overall goals and vision of the company. Alignment also means that a healthy culture of innovation and continuous improvement will be developed at all levels of the organization.
Integrating Six Sigma and Lean
Six Sigma and Lean are very complementary when integrated well. Lean eliminates waste and variation in business process and Six Sigma DMAIC focuses on delivering customer satisfaction through a focus on
Creating a Continuous Improvement Culture
David Smothers
Management 510
Dr. Ingram
January 5, 2011
Paradigm Shift:
Creating a Continuous Improvement Culture
Successful Lean Six Sigma (LSS) deployments rely on the ability of a deployment to effectively apply Six Sigma DMAIC methodologies with the ability to concurrently apply Lean tools in order to drive Continuous Improvement into the culture of the business. Designing a Lean Six Sigma deployment to be an integrated model ties together the Six Sigma well structured approach with the Lean approach of matching quantity and quality to satisfy customers. Various companies have begun implementing a top down deployment that was primarily focused on driving continuous improvement through the DMAIC approach. Companies that want to achieve a new level of improvement have actively moved to a Lean Six Sigma model that relies upon well trained operators and managers who are leaders in their own business unit to drive improvement from the bottom up. There have been other companies that have followed this type of LSS continuous improvement (CI) model as it drives a culture of CI rather than piling on initiatives from the top down. This approach also overcomes common stumbling blocks that exist in many CI deployments. It also drives empowerment and job satisfaction in many organizations. Aligning grass roots efforts from line personnel to high level business goals also creates cohesion from the line level to the overall goals and vision of the company. Alignment also means that a healthy culture of innovation and continuous improvement will be developed at all levels of the organization.
Integrating Six Sigma and Lean
Six Sigma and Lean are very complementary when integrated well. Lean eliminates waste and variation in business process and Six Sigma DMAIC focuses on delivering customer satisfaction through a focus on
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