Lean Sigma Services

Both Lean and Six Sigma were developed when the pressure for increased quality and speed were placed primarily on manufacturing functions. The Lean discipline rose as a process for optimizing automotive manufacturing, while Six Sigma was developed as a quality initiative aimed at eliminating defects through a reduction in process variations within the semiconductor industry. Not surprising is that early adherents to Lean Six Sigma came from service support functions of large manufacturing organizations like GE, Caterpillar and Lockheed Martin where supply chain management is viewed as critical to long-term value creation.

Lean Sigma for supply chain services is a business improvement process that maximizes value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, and process speed. The combination of Lean and Six Sigma improvement methods are required as Lean cannot bring a process under statistical control and Six Sigma by itself cannot noticeably improve process speed or reduce invested capital. However, when combined they enable the reduction of complexity and cost which is an objective of all parties associated with supply chain management. In short, what sets Lean and Six Sigma apart from each particular component is recognizing that at the end of the day it's not just about speed, nor is it just about quality. Organizations need a balanced methodology that takes into account the voice of the customer and focuses the organization on improving quality, within a set period of time.

MainStream views the blending of Six Sigma and Lean as a winning initiative rather than competing initiatives. Lean enthusiasts note that Six Sigma pays little attention to anything related to speed and flow, while Six Sigma supporters point out that Lean fails to address key concepts like customer needs and variation. In this case, both sides are right. Let us show your organization the variety of ways you will benefit from the use of both of these powerful tools.