| Traditional Management | Lean 6σ Management |
| Revenue Focused | Margin Focused |
| Processes - High-Level SIPOC Focused | Processes - Detailed to promote standardization & Consistency |
| Processes are loosely/informally defined | Processes are clearly defined and documented |
| Managers primarily Supervise (direct) personnel | Managers mentor and develop personnel to constantly improve their process |
| Responsibility is informally assigned and fluid | Responsibility is clearly defined, documented & communicated |
| Process documents require multiple approvals (for the diffusion of responsibility) | Process documents are approved by the Process Owner |
| Reactive Problem Solving (Fire Fighting) Rewarded | Proactive Problem Identification and Prevention Rewarded (e.g., through implementing Risk Mitigation Controls or Process Improvement Activities) |
| Improvements primarily driven by Corrective Action - often ineffective due to Corrective Action Whac-A-Mole | Improvements are proactively driven by monitoring data (e.g., KPIs) |
| Use a “Zero Defects” motivational management approach (blaming employees for defects while largely ignoring sub-optimal processes) | Focus on reducing the effects of “Common Cause” variations |
| Inspection viewed as a “necessary evil” | Inspection recognized as a Risk Control for a sub-optimal process |
| Place little or no emphasis on cleanliness and workplace organization | Use Visual Management & 5S |
