Lean Six Sigma : Combining Six Sigma Quality with Lean Production Speed

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CEO
If you are a CEO, and have not yet been adequately introduced to Six Sigma, I recommend first purchasing "The Power of Six Sigma" (ISBN 0793144345, also available in audio CD). Once complete, consider purchasing this book ("Lean Six Sigma"). Read at least the first three chapters, which focus on contributions to the bottom line. If hooked, continue.

"The Power of Six Sigma" gives an overview, and the first section of Michael George's book illustrates why this is important to you.

Grunt
If your are "in the trenches," follow the above steps, but focus on chapters 10 and 15 of "Lean Six Sigma." Between you and I, the most compelling parts of Michael George's book was the second covering the DMAIC (Define-Measure-Analyze-Improve-Control) process (chap. 10), also available many places on the web, and the very last chapter, where the author talks about how Six Sigma applies in the product development world (chap. 15, which I found fascinating).

Don't get me wrong. I am a big fan of the Six Sigma methodology, but was often times quite frustrated by this book. When I wanted more detail on tools within the Six Sigma framework I found myself completing the Yellow Belt course through Moresteam.com. This book simply does not cover the tools within the DMAIC framework in a level of detail I consider adequate.

Many times I found myself laughing because I am not in fact the CEO of this company. She has already committed to Six Sigma, and we therefore have little choice. After getting into the meat of the methodology, even after early involvement in TQM and other efforts, I am quite impressed with this latest evolution.

18 of 19 found the following review helpful:

Lean SigmaDec 30, 2002
By Robert A. Drensek
We have been on the lean journey for over 4 years, and just started on 6 sigma. I have completed course work for a black belt and need to complete the project. This is just to provide a basic reference for my comments. (Update: 7 years lean & 6 sigma black belt)

The book is good and technically accurate. It is written by a consultancy, with a not totally overt message to hire them. They do not go in to the detailed nuts and bolts of 6 sigma or lean. If that is what you want, look elsewhere. They do discuss both, with more on lean than six sigma. Heavy emphasis on change management and leadership involvement (as it should be).

They have their angle on approach, which seems the case with most consultants (everyone has their flavor), but it is not out of line with the orthodoxy of either discipline.

The best benefit is how they integrate both disciplines. This integration was not an overt display with in the book, and that maybe intentional.
There is a line of thinking that Lean and 6 Sigma are two sides of the same coin, or a ying and yang to continuous improvement. The authors seem to go down this road. They take a project management approach, and in project definition try to decide if this is a 6 sigma or lean project. It wasn't crystal clear what they do if it is blended. My take away is that you blend your approach. This may mean spin-off projects from the main project or a longer total duration as you work through the lean and 6 sigma issues.

It is worth getting and reading. The DFSS (Design for Six Sigma) is better done elsewhere. Lean sigma is relatively new, so expect more books on different approaches. I like the integrated approach, pick the dominant theme and use those tools. Address issues as they come up. Move the ball. I like what one instructor told me about both.... "I can do Lean without 6 sigma, but not 6 sigma without Lean." By that he meant there are tools in Lean that only help clear the clutter for 6 sigma, like 5-s & standard work (work place organization and housekeeping).

11 of 13 found the following review helpful:

Worth ReadingMay 09, 2002
By Lou Giuliano, Chairman, President and CEO - ITT Industries
This book provides the linkage between the two most powerful continuous improvement tools currently available: Lean and Six Sigma. It also provides a clear approach to prioritizing projects to maximize shareholder value. In creating Value Based Six Sigma at ITT, we knew that we needed the Six Sigma infrastructure and quality tools, that was clear. But what really makes a change in factories and other processes are the Lean tools. This book synthesizes the concepts of Value Based project prioritization, Six Sigma quality, and Lean process speed into an integrated and logical structure that applies to any company or process. I recommend the book to the executive who is contemplating launching a continuous improvement process to support their corporate strategy.

8 of 9 found the following review helpful:

Shareholder Value as a function of quality and process timeJun 27, 2002
By Markus Breuer "breuermarkus77"
This book aims at calculating shareholder value improvements as a function of quality improvements and process lead time improvements. The basic idea is absolutely right, however, the framework presented in the book is quite shallow, as it seems to target a wider audience, and therefore annoys those in search of truly scientific solutions.

My sceptical rating is based on the following observations:
(1) Mr Georges framework for Shareholder Value-Calculation is grossly simplified and often faulty.
Example: EVA is NOT equal to (ROIC - WACC) as Mr George says, but EVA = Invested Capital * (ROIC - WACC)
Anybody with a real understanding of EVA will rip this book apart

(2) Mr Georges idea, that process time minimization and quality improvements are complementary goals, which one must solve simultaneously, is not new. The Boston Consulting Group did present the same idea in a much better book (STALK 'Competing on time' 1990) about 12 years ago. BCG based their ideas on a system dynamics model (experience curves). Mr George adds six sigma, but fails to capture the analytical insights one can study in 'Competing on Time'.

(3) The book does contain some valuable 'hands-on-lessons', but they get lost in the otherwise wordy,shallow book

(4) This book is written in a colloquial, flowery sales-person style, which annoys the educated reader. It switches from shallow facts to anecdotes, quotations from gurus, and value judgements. The few valuable hands-on-lessons often get lost in a swamp of marketing-speak.

SUMMARY: This is a 'consulting-fad-article-blown-up-into-a-business-book'-Textbook.In comparison with other popular business books it is still acceptable, but hardly deserves the label scientific.

7 of 8 found the following review helpful:

Packed with Knowledge!May 20, 2004
By Rolf Dobelli "getAbstract"
Six Sigma devotees may dispute the need to add anything to Six Sigma, but a shot of lean thinking provides a production boost. Author Michael L. George contends that Six Sigma reduces product quality variation but does nothing to improve delivery time. That may not be strictly true, and certainly is not beyond cavil. Nonetheless, the author's analysis and presentation of the Lean Six Sigma approach is lucid and straightforward. He explains Six Sigma itself much more clearly than some other writers on the subject. Even Six Sigma devotees will find nothing to object to in his treatment, and he provides some compelling examples of the success of the Lean Six Sigma approach. We recommend this book primarily to leaders and managers of firms that rely on factories and other production units. However, the author supplies practical information that may also be relevant to service providers and to every company that cares about customer service, efficient production and the bottom line.

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