Key facts
- The name: the "e" is the Italian and Portuguese word for "and", and "6" is the digit form of six. It is the same method as Lean Six Sigma.
- Lean answers: where are we wasting time, effort and material?
- 6 Sigma answers: why does the result vary, and what causes the defects?
What is the difference between Lean and 6 Sigma?
| Lean | 6 Sigma | |
|---|---|---|
| Main target | Waste and delay | Variation and defects |
| Typical question | "Why does this take so long?" | "Why is the result different each time?" |
| Core method | Value stream mapping, 5S, SMED, flow and pull | DMAIC projects, measurement, statistics |
| Data needed | Time, queues, stock, observation | Measured results over many cycles |
| Who runs it | Everyone, through daily kaizen | Trained belts leading projects |
Lean comes from the Toyota Production System. 6 Sigma came from Motorola in the 1980s, where the name refers to a process capable of about 3.4 defects per million opportunities.
Why are Lean and 6 Sigma used together?
Each has a blind spot. Lean can speed a process up while quality drifts. 6 Sigma can make output consistent while the lead time stays in queues. Together, lean clears the waiting and rework, and 6 Sigma removes the causes of variation that are left.
Which should you start with?
- Slow but stable quality: start with lean. Map the flow and remove the waiting and handoffs.
- Fast but scrap or complaints: start with 6 Sigma. Measure the defect, find the cause and test the fix.
- Both are a problem: lean first, because a simpler, steadier process is far easier to measure.
- Not sure: collect a week of simple data. If the times are consistently long, it is a lean problem; if they swing widely, it is a variation problem.
For belt levels, training and the full tool list, see what is Lean Six Sigma and what are Six Sigma tools.
Example
A site shipped orders in an average of four days, but some took ten. Value stream mapping showed orders waiting in a queue for sign-off, which lean removed by changing who could approve. The ten-day orders were still there, so a small project measured them and found most came from one product family with a missing label step. The fix went into standard work and the lead time measure went on the board.