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Traditional Business Management vs. Lean Six Sigma Management Approaches
| 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 diffusion of responsibility) | Process Owners are responsible for approving their own documents |
| Reactive Problem Solving (Fire Fighting) Rewarded | Proactive Problem Anticipation and Prevention Rewarded |
| Improvements primarily driven by Corrective Action | Improvements driven by data analysis |
| Use a “Zero Defects” motivational management approach | 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 |
