Understanding Lean Six Sigma as a ‘Waste Square’

Abstract

For decades, manufacturing has successfully applied Lean and Six Sigma methodologies to resolve process problems. Lean (Manufacturing) in the west derives from the Japanese Toyota Production System (TPS) (J. K. Liker, 2004; Womack & Jones, 2003) influenced post-war by W.E. Deming and developed during the 1950s; and Six Sigma (Breyfogle, 2003) was introduced during the 1980s by Motorola in the USA. These techniques are perfectly tested, function well to improve process efficiency and effectiveness, and fill a crucial role among current process-improvement methodologies. Lean and Six Sigma are thus widely applied, from industry to services, from healthcare to banking; however, those who have not learned and practised the approach sometimes struggle to find an ‘ umbrella ’ concept to properly understand what they are. This short paper attempts to provide such an explanation by proposing Lean Six Sigma as a complementary efficiency and effectiveness waste model (George, 2002).