This is an old revision of the document!
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 the diffusion of responsibility) | Process documents are approved by the Process Owner |
Reactive Problem Solving (Fire Fighting) Rewarded | Proactive Problem Anticipation and Prevention Rewarded |
Improvements primarily driven by Corrective Action | 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 |