Using Lean Six Sigma to Drive Business Results to Achieve High Performance -- Summary

This allows them to use scarce resources more purposefully, thereby systematically eliminating process variation and reducing cycle times to increase productivity and achieve high performance.

In a market characterized by a dramatic shift from goods to services, staying in business and, more particularly, achieving high performance, is challenging.

In addition, companies are facing rapidly changing customer expectations, escalating costs and emerging new markets. Most often, the processes designed to deliver services operate far less efficiently than those used to produce goods.

Six Sigma uses data to drive a disciplined approach that eliminates defects directly linked to bottom-line results. Lean Manufacturing uses simple tools and techniques to eliminate non-value added steps and accelerate cycle time. The most successful organizations have combined the advantages of the two approaches by applying "Lean Six Sigma," a powerful set of tools for eliminating waste that can total billions of dollars.

In working with thousands of service-oriented organizations across more than 20 different industries, Accenture has seen tremendous value when a Lean Six Sigma program is aligned to the appropriate industry model.

With profitability on the line, a combination of Lean Manufacturing and Six Sigma provides a set of tools, disciplines and beliefs that operate within a robust framework drawn from other industry models. This combination enables businesses to generate a fundamental set of disciplined processes based on industry standards.

Once an underlying framework with disciplined processes is established, organizations can begin eliminating waste from the process as part of the drive to achieve high performance. Initially, a Lean Assessment will determine if a process should be improved either by using Lean, or via a method called Define, Measure, Analyze, Improve, Control (DMAIC), which improves a known defect—or by using a combination of both.

A successful Lean Six Sigma program will include many components. Of central importance are the roles of Master Black Belt, Black Belt and Green Belt. Other components include:

• Organizational elements such as champions and sponsors.
• Career and development incentives.
• Advanced statistical analysis capabilities, tools and mindset.

With proper alignment and well-trained project managers with a bias toward speed and flexibility, Lean Six Sigma can unleash tremendous value as organizations pursue high performance.

Most programs will benefit by avoiding the following common pitfalls:

• Poor project alignment: Lean Six Sigma projects must address problems based on facts and aligned to business objectives.
  
  
• Poorly chartered projects: Organizations must correctly align projects to business objectives and secure appropriate sponsorship.
  
  
• Excessive analysis: Lean Assessments help to avoid this by highlighting quick-win opportunities.
  
  
• Inflexibility of the Lean Six Sigma program: A proper balance of rigor and speed ensures value is realized quickly.
  
  
• Poor project management skills: Project management skills must be integrated into training programs.