In today’s manufacturing world, the pressure to produce more safely, sustainably, and efficiently is greater than ever. To meet these challenges, companies increasingly focus on process improvement – something for which the Lean Six Sigma method provides a strong foundation. In this blog, we explain how the Lean Six Sigma method works in practice and why it is so valuable. But let’s start with the key question: What is Lean Six Sigma?
What is Lean Six Sigma?
First of all, it is important to understand that the Lean Six Sigma method consists of two distinct methodologies: Lean and Six Sigma. Lean focuses on eliminating waste and creating flow, while Six Sigma focuses on reducing deviations from the standard and increasing quality. Lean is centred around speed, simplicity, and customer value, whereas Six Sigma provides depth, data-driven decision-making, and structured problem-solving. A great team, in other words! By applying Lean Six Sigma, you work with the best of both worlds: creating value for the customer, eliminating waste, reducing variation, and continuously improving based on facts and data.
Why is Lean Six Sigma important for factories?
Factories deal daily with the complexity of machines, people, procedures, material flows, safety standards, and quality requirements. Everything must be aligned, and if even one link in the chain is not functioning optimally, problems arise immediately. Think of downtime, quality deviations, safety risks, and unnecessary costs. Lean Six Sigma offers factories a structured way to prevent or solve these issues. Applying Lean Six Sigma shows its value not only in KPI results but also in fostering a culture in which improvements become part of the daily work—carried out safely and consistently.
The 5 principles of Lean Six Sigma applied in practice
To truly understand Lean Six Sigma, it is important to clearly distinguish between the five core principles. These core principles, also known as Lean Six Sigma tools, are explained one by one below.
Define value from the customer’s perspective
The methodology begins with identifying what creates value for the customer. This might include products that are free of defects, delivered on time, consistently high in quality, and competitively priced. Once you map out what actually adds value for the customer, you can also determine which activities do not add value. These non–value-adding activities then become the starting point for implementing improvements.
Identify and eliminate waste
Lean distinguishes eight types of waste, including overproduction, waiting time, transport, defects, and unnecessary motion. These wastes are often easy to recognize on the shop floor. For example, an operator spends a long time searching for the right tool, a machine suddenly stops because materials are missing, or a production line produces more than requested. By making waste visible (with the help of digital workplace tools), teams can improve in a targeted way.
Create a streamlined flow
A good flow means that products or processes move through the system smoothly, without interruptions. Evidence of good flow can be seen in short lead times, a well-organized line layout, and process steps that are well aligned. With a streamlined flow, you benefit from less waiting time, lower inventory, fewer opportunities for errors, and better predictability.
Work with pull instead of push
In traditional manufacturing, production often follows the push principle, producing simply because it is scheduled. Lean, however, uses the pull principle, meaning production only happens when the customer requests it. This prevents overproduction and ensures that processes are better aligned with customer demand. Pull systems can be seen in digital dashboards that show operators what is needed and when, as well as in inventory signalling systems.
Strive for perfection through continuous improvement
Lean is all about Kaizen: improving a little bit every day. Not large, one-off projects, but small, structured improvement steps that collectively make a big difference. Lean Six Sigma tools fit seamlessly with quality software and the process of continuous improvement. However, this requires a culture in which employees actively identify improvement opportunities and where data helps to make improvements long-lasting.
The 6 core points of Six Sigma — Step by step
Six Sigma follows the DMAIC cycle. This contains five steps: Define, Measure, Analyse, Improve and Control and is therefore supplemented by a sixth step: Standardize. With this systematic approach you ensure that problems are solved properly and do not recur. Below we briefly describe how the six steps of Six Sigma work.
Define the problem and the scope
In the first step the problem is described clearly. This step prevents teams from treating symptoms or from starting too broadly. Questions that can help here include:
- What is going wrong?
- What is the impact?
- Who is involved in the problem?
- What is the start point and what is the end point of the process?
Measure current performance
You ca not improve what you do not measure. That is why relevant data is collected in this step, such as downtime hours, lead times, or safety incidents. The goal is to obtain an objective picture of the current situation.
Analyse causes
Using Lean Six Sigma tools, evidence is gathered. Think of fishbone diagrams, 5 Whys, or Root Cause Analysis. In this way, factories avoid investing in improvements that do not solve the real problem.
Improve with targeted solutions
Based on the analyses, improvement measures are developed and tested. These can be process adjustments, but also visual aids, training, preventive maintenance, or automation. The most important thing is that the solutions target the root cause, not just the symptom.
Control and secure results
After an improvement has been implemented, it must remain stable. In this Six Sigma step controls are therefore put in place. These controls can take various forms, including KPI monitoring, audits, and digital checklists. Controls should be performed at multiple points during the improvement process.
Standardize for sustainable success
The additional sixth step is one that is often forgotten. It is all about embedding the improvements in daily routines – in other words, standardization. This way the result is preserved even if teams change. In this final step, include standardization in work instructions, procedures, training, and visual aids.
Lean Six Sigma belts: Roles and responsibilities
Within the methodology, several Lean Six Sigma Belts are used. Each type of Lean Six Sigma Belt represents its own level and role within improvement projects. By maintaining this structure, a clear division of tasks, responsibilities, and expertise is created within the factory. The following Lean Six Sigma Belts can be distinguished:
- White Belt – Basic knowledge, supports improvement teams.
- Yellow Belt – Executes small improvements, participates in projects.
- Green Belt – Independently leads smaller improvement initiatives.
- Black Belt – Expert who carries out major projects and analyses, and coaches others.
- Master Black Belt – Strategic level, responsible for culture, training, and programs.
Lean Six Sigma and the EZ-GO platform
Lean Six Sigma works best when processes are clear, measurable, and visible to everyone. This is where EZ-GO helps. Our EZ-GO platform fits perfectly with the Lean Six Sigma philosophy, as it simplifies processes, reduces variation, and supports employees with clear and visual information. This is done through:
- Digital standard instructions
- Audits and checklists
- The ability to report deviations
- Visual dashboards
Would you like to experience a Lean Six Sigma example within the EZ-GO platform for your factory? Request a free demo and see for yourself how digital support can make the difference.