Lean and Six Sigma are both methodologies sharing the same philosophy and objective but each of them has had a different development. The tools and the approach have also been different.

Lean intends, above all, to eliminate waste from processes and to re-structure them so that they become more efficient, fast and agile when it comes to respond to customer needs. The lead time is the main metric worked on. The tools are more visual and the execution is generally structured in a more explosive way (Kaizen Event).

Six Sigma also aims at process improvement but, initially, in a broader and less defined sense: quality, efficiency, levels of service…It is, method wise, more clearly defined and it always turns to data to understand the behaviour of the processes and to identify structures.

The convergence Lean Six Sigma

Sharing the same philosophy and objective, both methodologies are bound to join. Lean Six Sigma combines the methodological structure and data analysis tools from Six Sigma with the process tools and principles from Lean. The traditional Six Sigma GB and BB roles combine with those of a Lean expert and a continuous improvement leader, someone who provides projects and teams with the most suitable tools in each case.

The cultural change

In the 70’s, and even nowadays, the Japanese manufacturers were greatly ahead of American and the European manufacturers.		"Six Sigma has changed GE's DNA" – Jack Welch, former CEO

Beyond just being a set of improvement tools, Lean and Six Sigma also have to be a true cultural and organizational transformation initiative:

		a common language
		a continuous improvement and business excellence attitude
		An obsessive customer focus trying to understand and align with their needs
		A passion for eliminating waste and the non-value added activities
		A continuous improvement and business excellence attitude
		A way of structuring continuous improvement and involving the whole organization in it
		A tool to develop your future leaders