Questions I’m asked often – by potential clients and colleagues and friends alike – center around Lean versus Six Sigma, and versus Kaizen. What are the differences between them? When would you know which of them to use? And my favorite…which one is best?
To give a quick answer to the last question, the best method is whichever method is appropriate for the project. What many people fail to realize is that they are all specialized tools that are used to solve specialized problems as opposed to the answer to every problem. There are scenarios where Lean principles are most appropriate, while other scenarios lend themselves to Six Sigma for their adequate solutions.
Much in the way a metric socket is different from a hammer and a power sander, Lean and Six Sigma and Kaizen are all different tools that solve different problems. When performing home improvement, you don’t pick up a hammer and say “Hokay, what can I go fix with this?” Just because you have the tool doesn’t mean you should use it.
No tool should be “picked up” until one can properly answer the question “What is the problem we are looking to solve?” Process and problem knowledge can help you identify which tool is appropriate based on that question’s answer.
As I’ve shared before, Kaizen is more a continuous improvement mindset as opposed to being a specific tool. The Kaizen mindset uses personal creativity and ingenuity to identify problems and then develop and implement ideas to solve those problems. The key piece of the Kaizen mindset is acknowledging that everything can be improved and everything can perform better or more efficiently.
For example, when I dine at a restaurant I typically do a mini-Kaizen improvement with condiments at the table. The problem I aim to solve is to reduce excess motion and waiting (more on this in a second) by moving condiments I know I or my dining companions will be using closer to us or verifying their containers will have sufficient supply for our consumption (I almost always request an extra ketchup bottle, based on how much I generally use). It’s a quick improvement that helps to save exertion and time (if we must wait for extra mustard before commencing eating).
Kaizen-type improvements can be as small as a single person identifying and fixing a problem, or it could be a handful of people working together to solve a problem that affects each of them in a different manner. A Kaizen event is a collection of resources (dedicated people, money, and time resources) that are pulled together to collectively build on the Kaizen mindset, typically with a targeted problem project in mind. When most folks hear “Kaizen” they think “event” and this is not always an accurate portrayal. A Kaizen event would be an example of a tool – not every problem requires a giant pre-planned Kaizen event.
Lean, as a management philosophy, is focused on improving process speed and quality through reduction of process wastes. The eight Lean process wastes all consume unnecessary energy, money, and time – those investments in process wastes are not things that provide value to the customer. By reducing activities that drive up cycle times or cost money unnecessarily, processes can become more efficient and more predictable. While Lean is identified as a problem solving tool, it is itself a series of tools that help to reduce the process wastes.
Referring back to my condiments example, excess motion and waiting are two of the Lean process wastes. I’m generally hungry if I’m at a restaurant and I want to satisfy my hunger as quickly as possible. If I have to wait on my server to bring me a missing condiment that I require for my food before eating, that further delays my hunger satisfaction. Excess motion to repeatedly reach across the table for a condiment every time I need it could be disruptive to my dining partners or is simply unnecessary exertion and can consume my time and for those whose paths and plates I’m crossing with my arm.
The key piece of Six Sigma is consistent output, stability, and accuracy. A process deliverable will have key characteristics that a customer would require, and Six Sigma is a tool or methodology that optimizes the consistency of those key characteristics. Six Sigma is heavily driven by statistics and measurements. The top picture in this post is an example of a control chart that measures a key characteristic from one sample to the next. Six Sigma aims to reduce output variation through the use of statistical analysis and root cause analysis. This is a very simplistic answer because Six Sigma applications are typically very complicated, but this is where the rubber meets the road.
When I am presented a problem (or what is perceived to be a problem) by a client I first jump to the Kaizen mindset and ask “What is the problem we are looking to solve?” I don’t even think about Lean or Six Sigma until I get that answer.
In my personal (or professional) opinion, I believe Lean principles and the 14 principles of The Toyota Way as being the first set of tools applicable to any scenario. I’m generally starting with a problem where there is a complete lack of process standardization and optimization. We can achieve standardization and optimization with the Lean tools.
Six Sigma is a strong methodology after processes are standardized and optimized. At that point the process is looking for improved process outputs and consistent performance, and Six Sigma is an excellent suite of tools for achieving this.
Other resources on the differences in the tools:
What is Lean Six Sigma?
The Difference Between Kaizen and Six Sigma
Message Board Post – The Difference Between Kaizen and Six Sigma
Lean versus Six Sigma
Is this a Lean, Six Sigma, or Kaizen project?