To be Lean, in process improvement speak, is to maximize customer value by eliminating waste. This means that an organization can create more value for customers with fewer resources if they can understand customer value and focus key processes to continually improve.
Many quality professionals, including statisticians, have remained mired in their rapidly diminishing consultative roles of teaching statistical tools, analyzing data, designing experiments and performing internal consulting duties while having few leadership responsibilities and limited accountability.
With the attention Six Sigma has been receiving, I thought it might be interesting to offer my perspective as someone who worked from the inside of a large organization to launch a major Six Sigma initiative.
Previous blogs described a business management system and how projects can be selected that benefits the enterprise as a whole. This blog is a second in a series which steps through various aspects of the Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap for process improvement.