Six Sigma is a well-documented and highly successful roadmap-based process improvement methodology that focuses on a combination of project management, statistics, and change management. The goal of Six Sigma, whether it be DMAIC (for currently problematic processes/products) or DFSS (not yet designed processes/products) is reduction of variation and requires a more analytical toolset to address than traditional problem-solving. The image below represents a typical DMAIC problem-solving approach, which is frequently referred to as a 'funnel'. This funnel naturally arises from application of specific tools throughout the DMAIC roadmap - a large set of suspected root causes at the start of the project are systematically narrowed down do a list of proven root causes with clearly identified solutions and a plan to sustain the gains going forward.

Lean is a problem-solving approach whose objective is primarily cycle time reduction and waste reduction. Many businesses can benefit instantly from the application of key Lean tools (value stream mapping, cycle time analysis, process flow improvement, waste sources reduction, or setup reduction). Whether it be in the factory or the office, if we can help you solve your problem with simpler, easier tools, we'll promote them as a first approach. The radar chart here shows a very simple but effective method of sustaining the gains of a 5S improvement designed to ensure there is place for everything and everything is in its place.

Why try to cut butter with a chainsaw? Many times a problem or opportunity that looks like a large-scale, multi-resource, high-cost program can be addressed by the clear and simple application of just a few straightforward tools like process mapping (swimlanes, SIPOCs, top-down flowcharts, or relationship maps) or simply a well-facilitated face-to-face cross-functional meeting. The map below depicts an Accounts Receivable process before a rapid process improvement was conducted (bottom lane) and the desired future state (top lane). The color of each process step indicates its value to the customer (green indicates customer value while red indicates non-value-add). The bulk of improvements seen in this project were evident primarily through the mapping and value assessment done as a cross-functional team.(bottom lane) and the desired future state (top lane). 

We can provide you with expert consultation in areas like strategic planning, leadership development, and other higher-level business management techniques, making use of a variety of best practices such as visioning, goal-setting, objective-metric linkage, goal cascading, project portfolio identification, project queue prioritization, change management workshops, specialized facilitation, and negotiation training. Please click here to schedule a discovery session with our team to better understand your needs.