Using Lean Six Sigma implied assumptions

Abstract

PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.

Six Sigma to distinguish patterns in COVID-19 approaches

“…Six Sigma is a "top-down approach" (Ray and Das, 2010) enabled by a belt structure. Yellow Belts, Green Belts, Black Belts and Master Black Belts work on improvement projects driving changes as a core activity (Kumar et al, 2009) to define, measure and reduce process TQM 33,8 defects (Kane, 2020). Some say that this structure is even more important than the ultimate goal of 3.4 defects per million opportunities (De Mast and Bisgaard, 2007).…”

Useful paths for identifying Lean Six Sigma improvement opportunities

“…The four deductive analysis paths below ( Stability, Stratification, Propagation and Experimentation ) present a prediction based on a theory, methodology or property. These deductive paths use the implied LSS performance modeling assumptions given in Kane (2020). As with empirical paths, a logical analysis tool is part of the scientific method experiment (step 4) discussed earlier.…”