Lean Six Sigma Training represents a fundamental approach to operational excellence that combines the speed of Lean methodology with the analytical rigor of Six Sigma, creating a structured system for continuous business improvement. Through the DMAIC (Define, Measure, Analyse, Improve, Control) method, companies can address complex problems with a scientific approach that goes beyond the simple application of statistical formulas, focusing on understanding process variability and achieving “World Class” levels of compliance (3.4 defects per million). Thesystem provides a matrix organizational structure with progressive certifications (White, Yellow, Green, Black Belt and Master Black Belt) that ensure theoretical and practical expertise through the implementation of actual projects. Benefits includereduction of waste, elimination of final controls, increased margins, and customer satisfaction, but success depends on critical factors such as adherence to the method, avoidance of prepackaged solutions, and implementation of systematic governance. Ultimately, Lean Six Sigma is not just a methodology but a business philosophy that, by placing competent people at the center of the change process, transforms the organizational culture by orienting it toward continuous operational excellence and sustainable economic results over time.
Lean Six Sigma Training is a fundamental pillar for companies aiming for operational excellence. This methodology, which combines the speed of Lean and the analytical rigor of Six Sigma, offers a structured approach to problem solving and continuous improvement.
Operational Excellence (Operational Excellence) is the theme in companies from small businesses to large multinational corporations.
Methodologies such as Lean, WCM, Six Sigma and, in particular, Lean Six Sigma, are winning approaches to achieving process excellence.
Lean Six Sigma was born from the ’synergistic union of Lean and Six Sigma.
What are the real benefits and what are the critical issues Operational Excellence groups may encounter in adopting this approach?
Six Sigma began as an industrial system for applying statistical methods to manufacturing and then evolved toward business management, much like the Toyota Production System (Lean Manufacturing). This operational vocation is a key element that allows the effective integration of the two methodologies in Lean Six Sigma, making Lean Six Sigma training an essential path for those who want to master both approaches.
It is a mistake to think that Six Sigma is merely an application of statistical formulas. Lean Six Sigma provides the improvement team with a series of analysis tools (Hypothesis Testing, Regression, ANOVA, DoE, etc.) that have the sole objective of consolidating, with objective data, the proposed hypotheses and theses. The ability to choose the most suitable tool in an economical way (effort proportionate to the objective) is acquired through practice, experience in projects, and use of the method.
The fundamental message of statistical thinking in Six Sigma is related to the concept of process variability. From the understanding of this variability comes the need not to trust the point data unless properly contextualized. The ability to work with limited samples, considering them as both mean value and dispersion value, is at the heart of the statistical reasoning that is developed during Lean Six Sigma training. Often, the functionality needed for in-depth data analysis is available in a standard spreadsheet; it is knowledge of the tool that allows it to be used correctly, effectively, and to serve its purpose. People, properly trained, become the Key Success Factor.
To ensure an effective improvement process, Lean Six Sigma training adopts a “project-by-project” approach. Each project is a unique entity that must demonstrate operational effectiveness (improvement of KPIs) and consequent economic results in the field. This requires systematic governance of Operational Excellence.
Lean Six Sigma can be applied to a wide and varied range of situations, thanks to the considerable quantity and quality of tools available:
Projects are conducted following a structured five-step path, known by the acronym DMAIC: Define, Measure, Analyse, Improve, Control. This path, when followed meticulously, ensures a correct approach to problem solving.
The steps of DMAIC allow for:
The effectiveness of DMAIC is such that it has led to the method's evolution to Design for Six Sigma (DFSS), applied in the design of new processes (DMADV - Define, Measure, Analyse, Design, Verify or DMEDI - Define, Measure, Explore, Develop, Implement) to ensure high capability from the initial stage.
Control and reduction of process variability are at the heart of improvement in Lean Six Sigma projects. Reducing variability leads inexorably to levels of compliance close to excellence. With the Lean Six Sigma approach, the probability of defects is no longer measured in percentages, but in parts per million (PPM).
A Six Sigma process, considered “World Class,” has a defect level of only 3.4 DPMOLT (Defects per Million Long-Term Opportunities), with a yield (Yield) of 99.9997% and a Cost of Quality (CoPQ) of less than 1%. For comparison, a 3-sigma process, considered ’Industry Average,“ has 66,811 DPMOLT, a Yield of 93.32% and a CoPQ between 25% and 40%.
Bringing process (and not just product) compliance to capability levels comparable to a Six Sigma process means reducing (product) defects to about 4 parts per million (PPM or DPMO). Achieving such performance translates into a number of significant economic benefits:
The most important is Customer satisfaction.
The effectiveness of Lean Six Sigma is based on the ability to manage small, motivated, and competent teams that drive unique but strategically coordinated improvement projects.
One of the undisputed strengths of the Six Sigma methodology, and thus of Lean Six Sigma, is the creation of a ”matrix“ organizational structure dedicated to the pursuit of improvement. This structure draws on the high-potential resources in the company, engaging them in improvement projects even in areas thematically distant from their daily operations. The approach creates experts in the method through structured Lean Six Sigma certification, disseminating them throughout all functions to share culture and tools. These figures are identified by the color of the ”belts,“ which indicates the level of expertise achieved in the knowledge and application of the method and tools, with the Green Belt certification representing one of the intermediate levels most required by companies to lead improvement projects.
The following is an overview of the main certifications, with a description of the roles, duration of training, and minimum company size ratio for the figure:
Certification ensures an adequate level of theoretical knowledge, coupled with effective practical experience. To obtain certification, one must pass a test on the theoretical knowledge acquired and complete at least one project. This distinguishes a project leader (Green Belt and Black Belt) from a mere expert in Statistics: the former, thanks to their problem solving oriented mindset, are able to draw operational conclusions from analyses, while the latter stop at numbers and formal analysis.
Despite its undeniable benefits, Lean Six Sigma can fail if certain basic principles are not followed. One of the most common mistakes is to start projects with "the solution already in your pocket,“ thus negating the exploratory and experimental spirit that is a key element of the method. In these cases, the Project Leader spends more time proving the correctness of ”his“ solution rather than exploring the best available solution, highlighting the importance of proper Six Sigma training that teaches the correct methodological approach. Other projects that suffer from critical issues are those that do not comply with DMAIC, jumping to hasty conclusions or anticipating steps out of haste or a ”this is how it is done here“ mentality.
The Lean Six Sigma system does not work if you believe that just one project is enough to transform a company accustomed to putting ”patches“ instead of looking for and solving the real cause of problems. The first few projects may provide the initial impetus for the system, but it is the governance approach that makes it sustainable over time.
Lean Six Sigma has proven to bring culture and results. It becomes a key to Operational Excellence through a systematic and structured approach that allows teams to focus on finding causes and solving problems, relying on competent people through solid Six Sigma training, an established method, and effective operational problem solving tools.
Although Lean Six Sigma can also function only as an application of the DMAIC method, so it only partially expresses its potential. Only by framing the system within a broader context of Operational Excellence can the true potential of the approach be expressed, continuously over time.
Lean Six Sigma is a powerful and versatile method suitable for solving complex problems in businesses that want to grow in skills and effectiveness. Through the DMAIC path, companies can learn how to lead projects according to the scientific method, focusing efforts on solving problems economically and efficiently. The implementation of a proper Governance model allows Lean Six Sigma to express the full potential of an Operational Excellence system, bringing continuous economic results to the company.
In summary, Lean Six Sigma arises from the complementarity of two techniques, both designed to solve problems through improvement projects. Effective improvement requires the use of an established method and refined tools for analysis and problem solving. But the heart of the process remains people: it is the corporate resources that can promote change, work for excellence, and achieve results. As the saying goes, "To make calculations all you need is a calculator, to draw conclusions you need a man. To draw effective conclusions you need a method.“
Lean Six Sigma is more than just a methodology; it is an investment in corporate culture, the ability to solve problems in a structured way, and the creation of a lasting competitive advantage. Getting oriented in certifications and understanding the practical application of this methodology is the first step toward a future of operational excellence.
Would you like to deepen your skills and implement Lean Six Sigma in your company?
Discover our certification and consulting paths such as our Master Lan Six Sigma to transform your processes and achieve operational excellence. Visit www.leanthinking.it for more information.
