How is it that Six Sigma and lean are compatible improvement

How is it that Six Sigma and lean are compatible improvement methods when they are so different?

Solution

Six Sigma as developed by Motorola was an extension of many of the quality tools and techniques already around, but Motorola added the component of financial accountability. This resulted in process improvement gains at Motorola that improved productivity and profitability. Different approaches, similar results.

It was inevitable people would start to merge the approaches. The results depended on the circumstances. Results were complementary when the Champion and Six Sigma team worked to find the best combination of techniques to create a robust solution. GE Capital used this approach successfully time and time again.

Some companies treated each methodology as different and unique—a narrow-minded approach that tended to create other problems. Process teams were pulled in different directions and, with limited resources, were forced to decide which approach to take.

The end result was that the business and customer suffered. The business did not obtain the sustained gains in productivity, and the customer did not see an improved product. The customer does not really care which methodology is used, as long as results are seen.