Understand Lean Six Sigma?
Lean Six Sigma combines two distinct approaches – Lean and Six Sigma – into a single methodology. Lean is a philosophy that seeks to eliminate waste and improve efficiency, while Six Sigma is a data-driven approach that seeks to minimize defects and improve quality. Together, these two approaches provide a comprehensive framework for process improvement that can be applied to virtually any industry or organization.
Origin of Disruptive Lean Six Sigma
Initially employed in manufacturing and high-tech enterprises, Lean Six Sigma is currently being adapted for use in various sorts of organizations. Many organizations have been underserved and/or overlooked since traditional LSS needs complicated statistics as well as training and software costs. The majority of non-technical organizations, non-profit organizations, government agencies, and the service industry require a fundamentally different approach to LSS. The approach for these organizations will emphasize: primarily graphical techniques; a clear understanding of how and where Lean Six Sigma fits within the overall organization; a new approach to motivating Lean Six Sigma benefits; improving critical thinking and problem solving skills; and a radical new approach to strengthening the culture, growing emotional intelligence (EQ), and developing courageous leaders.
Dr. Steve Schmidt is one of a handful consultants who are pioneering this new method, which he calls Disruptive Lean Six Sigma (DLSS). Much of the impetus for the DLSS approach came in 2009, when Dr. Schmidt was paired with Tony Robbins (motivational speaker, life coach, and cultural change agent) to repair a broken marriage and implement family team building in an NBC and Oprah Network reality show called “Breakthrough with Tony Robbins.” Schmidt’s research activities at the time were centered on corporate leadership, culture, and personal development. Schmidt’s new LSS program, Disruptive Lean Six Sigma, is unlike anything else on the market.
According to Charkravorty’s Wall Street Journal article, Lean Six Sigma has failed to generate desired results more than 60% of the time. This global approach encouraging “Breakthrough Innovation” has been in existence for over two decades, but the concepts of LSS have never been applied to the methodology itself.
Having been hired by Dr. Mikel Harry, the co-creator of Six Sigma, to train the world’s first Black Belts and Master Black Belts at a number of Fortune 500 companies including General Electric, Sony, and others, Dr. Schmidt has concluded that potentially millions of executives and employees around the world have been underserved, overlooked, and disenfranchised because the traditional LSS approach has relied too heavily on complex statistics, acronym paralysis, overuse of Japanese terms, and example.
It is past time to incorporate Disruptive Innovation within the LSS process, particularly for executives, yellow belts, and green belts. Taking inspiration from Dr. Mikel Harry’s book, The Great Discovery, and at the request of one of the top ten largest cities in the United States.
The DLSS process
Here are the steps a client can expect when working with a disruptive lean six sigma consultant:
Define the problem:
The first step is to identify the problem or challenge that the client wants to address. This could be a process that is causing delays or errors, a product that is not meeting customer expectations, or a service that is not delivering the desired results.
Measure the current state:
The next step is to measure the current state of the process using data and metrics. This helps to establish a baseline for improvement and identify areas for optimization.
Analyze the data:
The consultant will use statistical tools and techniques to analyze the data and identify the root cause of the problem. This could involve mapping the process flow, identifying bottlenecks, and determining the sources of waste.
Design the future state:
Once the root cause of the problem is identified, the consultant will work with the client to design the future state of the process. This could involve creating a new process flow, redesigning the product or service, or implementing new technologies to improve efficiency.
Implement the solution:
The consultant will work with the client to implement the solution and make any necessary changes to the process. This could involve training employees, updating standard operating procedures, or implementing new technology.
Control and sustain the improvements:
The final step is to monitor the process and ensure that the improvements are sustained over time. This involves establishing control measures, monitoring the process, and making any necessary adjustments to ensure that the process continues to deliver maximum value to the customer.
By working with a disruptive lean six sigma consultant, a client can expect to benefit in the following ways:
By eliminating waste and optimizing the process flow, a client can expect to achieve significant improvements in efficiency and productivity.
Increased customer satisfaction:
By focusing on delivering maximum value to the customer, a client can expect to improve customer satisfaction and loyalty.
By eliminating waste and optimizing the process flow, a client can expect to achieve significant cost savings.
By implementing statistical tools and techniques, a client can expect to improve the quality of their products or services and reduce errors and defects.
Overall, disruptive lean six sigma is a powerful methodology that can help clients achieve breakthrough results in their business processes. By working with a consultant who understands this approach, clients can benefit from improved efficiency, increased customer satisfaction, reduced costs, and improved quality.
Benefits of DLSS
- Personal, leadership, and cultural growth.
- Increasing Emotional Intelligence (EQ) by emphasizing critical thinking and basic problem solving.
- Extending the DMAIC phase to include a strong emphasis on determining the best location for a DLSS project.
- Motivating CEOs and DLSS team members by calculating the cost of not changing, the amount of change required, the cost of changing, and the possible return on investment.
- Using a robust set of current graphical analytic tools.
- Creating vertical and horizontal alignment for KPIs.
- Implementing a new Sequential Radical Positive Change technique ©.
- Validating current IT data bases.
- Keeping track of intellectual capital.