The strategy is a high-level plan for how to achieve the goal.

A thorough strategic plan and its execution are key to the success of any project. Many companies jump to quick into tactical tools like 5S´s, Visual Management, SMED, TPM, etc. Without analysis, planning, or strategic thoughts.

Over time, this may lead to some departmental improvements. Unfortunately, most of the time there is little or no improved bottom-line results for the company. The Lean Six Sigma journey does not achieve the desired results and ends when a new boss comes on board.

We want to make the Lean Six Sigma Management System work sustainably, improve customer satisfaction, provide stable processes, and achieve strong bottom-line results, independent of who is leading the company.

The following is a set of key strategic tools we have assembled.

We are gonna start with a series of articles about all the strategic and tactical tools Lean Six Sigma has to offer.

Let’s begin with an assessment of the Lean Six Sigma company. This will help you to asses the Lean Six Sigma Level of your company, plants, and processes. We use a three-step approach with different assessment levels in order to measure the Lean Six Sigma Maturity of the company, of the plant and the Value Stream.

Assessments:

  1. Company Maturity Level (CEO and Directors)
  2. Value Stream Maturity Level (Value Stream Managers)
  3. Support Process Area Maturity Level (Support Process Managers)

These are simple questionnaires filled out by the respective leaders and the results are from a 1 (Traditional – no lean maturity) to 5 (Excellence or world-class). Depending on the level, we will develop a specific Lean Six Sigma Strategic Plan.

These assessments will help your teams have a first-hand understanding of where you are at in a Lean Six Sigma transformation.

We have found that companies and individuals usually over evaluate themselves from having been trained in using some of the tools or by the fact that some of the tools have been implemented in some areas of the company.

The key for us is: Are these tools providing better performance, better EBITDA, or better customer satisfaction? If not, we are sorry to say that it is only an expense. We need to avoid doing something that is not generating value.

Once we have the assessment, we need to look at it as a team along with an experienced Master Black Belt to select the strategic tools to move forward.